Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698938526601.pdf (Trinidad and Tobago)
MINISTRY OF PLANNING & SUSTAINABLE DEVELOPMENT Administrative Report FOREWORD This Administrative Report on the performance of Ministry of Planning and Sustainable Development (MP&SD) for the fiscal year 2015 is prepared in accordance with Section 66D of the constitution of the Republic of Trinidad and Tobago as amended by the Constitutional Amendment Act No.29 of 1999.
The Act stipulates that all Government Ministries are required to submit to the President of the Republic of Trinidad and Tobago an annual report on the exercise of their functions and powers.

The MP&SD is therefore pleased to report on its functions, activities and achievement for fiscal year 2014-2015.

This report highlights the work of the Ministry over the fiscal year October 2014 to September 2015 as it continues to implement strategic priorities that are aligned with the government’s development.
The Report is structured around the work of the core Divisions and Support Services Divisions.

As such, the activities, achievements and challenges of these Divisions are covered in the Report.
i TABLE OF CONTENTS ................................................................................................. i FOREWORD ............................................................................. i ACRONYMS AND ABBREVIATIONS ....................................... iv VISION ..................................................................................... 1 MISSION .................................................................................. 1 CORE VALUES .......................................................................... 1 GOALS/OBJECTIVES ................................................................. 1 MANDATE ............................................................................... 1 EXECUTIVE SUMMARY ............................................................ 2 OVERVIEW OF MP&SD ........................................................... 4 CORE FUNCTIONS OF DIVISIONS ................................. 6 SOCIO ECONOMIC POLICY PLANNING DIVISION (SEPP) ....... 6 Mandate ................................................................................. 6 Roles of the SEPP ..................................................................... 6 Major Achievements ............................................................... 7 Challenges ............................................................................... 8 PROJECT PLANNING AND RECONSTRUCTION DIVISION (PPRD) ..................................................................................... 9 Mandate ................................................................................. 9 Roles of the PPRD .................................................................... 9 Major Achievements ............................................................... 9 Challenges ............................................................................. 11 NATIONAL TRANSFORMATION UNIT (NTU) ........................ 11 Mandate ............................................................................... 11 Core Functions
11 Core Functions ...................................................................... 11 Major Achievements ............................................................. 11 Challenges ............................................................................. 12 CENTRAL STATISTICAL OFFICE (CSO) .................................... 12 Mandate ............................................................................... 12 Major Achievements ............................................................. 13 Challenges ............................................................................. 16 TOWN AND COUNTRY PLANNING DIVISION (TCPD) ........... 17 Mandate ............................................................................... 17 Core Functions ...................................................................... 17 Achievements ........................................................................ 18 Challenges............................................................................. 21 ADVISORY TOWN PLANNING PANEL (ATPP) ....................... 21 Mandate ............................................................................... 21 Core Functions ...................................................................... 21 Major Achievements ............................................................. 21 Challenges............................................................................. 22 ECONOMIC DEVELOPMENT BOARD (EDB) .......................... 22 Mandate and Core Functions ............................................... 22 Major Achievements ............................................................. 23 COUNCIL FOR COMPETIVENESS AND INNOVATION (CCI) .. 25 Mandate and Core Functions ............................................... 25 Major Achievements ............................................................. 25 Challenges............................................................................. 26 PLANNING UNIT
26 PLANNING UNIT ................................................................... 26 Mandate ............................................................................... 26 Core Functions ...................................................................... 27 Major Achievements ............................................................. 27 Challenges............................................................................. 27 TECHNICAL CO-OPERATION UNIT (TCU) .............................. 27 Mandate ............................................................................... 27 Core Functions ...................................................................... 28 Achievements (Bi-Lateral Co-operation) ............................... 29 Achievements (Multi-Lateral Co-operation) ......................... 30 Challenges............................................................................. 34 THE EUROPEAN DEVELOPMENT FUND (EDF) UNIT ............. 34 Mandate ............................................................................... 34 Core Functions ...................................................................... 34 Major Achievements ............................................................. 35 Challenges............................................................................. 36 GENERAL ADMINISTRATION ................................................ 36 Mandate ............................................................................... 36 Core Functions ...................................................................... 36 Achievements ....................................................................... 37 Challenges............................................................................. 37 ii LEGAL SERVICES UNIT........................................................... 37 Mandate ............................................................................... 37 Roles and Responsibilities ..................................................... 38 Major
38 Major Achievements ............................................................. 38 Challenges ............................................................................. 41 HUMAN RESOURCE MANAGEMENT .................................... 41 Mandate and Core Functions ................................................ 41 Major Achievements ............................................................. 42 Challenges ............................................................................. 42 INFORMATION & COMMUNICATION TECHNOLOGY (ICT) DIVISION ............................................................................... 43 Mandate ............................................................................... 43 Core Functions ...................................................................... 43 Achievements ........................................................................ 43 INTERNAL AUDIT .................................................................. 44 Mandate ............................................................................... 44 Core Functions ...................................................................... 44 Achievements ........................................................................ 45 Challenges ............................................................................. 45 ACCOUNTS UNIT ................................................................... 45 Mandate ............................................................................... 45 Core Functions ...................................................................... 45 Major Achievements ............................................................. 45 Challenges ............................................................................. 46 CORPORATE COMMUNICATIONS UNIT (CCU) ..................... 46 Core Function ........................................................................ 46 Achievements ........................................................................ 46 Challenges
46 Challenges ............................................................................. 49 FINANCIAL OPERATIONS ...................................................... 50 APPENDIX I ........................................................................... 50 APPENDIX II .......................................................................... 51 MP&SD ORGANISATIONAL STRUCTURE .............................. 51 iii ACF ACP ACRONYMS AND ABBREVIATIONS GPED Growth Pole Executing Division GVA Gross Value-Added American Competitiveness Forum HRMD Human Resource Management Division African Caribbean and Pacific Secretariat AGCI* Chilean International Co-operation Agency ARP ATPP Annual Report on Performance Advisory Town Planning Panel ICT IDB IFC Information and Communication Technologies Inter-American Development Bank IPMIS International Finance Corporation CARIRI Caribbean Industrial Research Institute Integrated Public Management Information CARICOM Caribbean Community System CARTAC Caribbean Regional Technical Assistance I2I Idea 2 Innovation Centre JICA Japan International Cooperation Agencies CAPA Crime And Problem Analysis Data MDG Millennium Development Goals CCI Council for Competitiveness and Innovation M&E Monitoring and Evaluation CDA CDB Chaguaramas Development Authority MP&SD Ministry of Planning and Sustainable Caribbean Development Bank Development CDCTT Cocoa Development company of Trinidad & MTPF Medium Term Policy Framework Tobago NAAC National Agricultural Advisory Committee CISL Community Improvement Services Limited NEDCO National Entrepreneurial Development CSI Contact Information System Company CSSP Continuous Sample Survey of Population NGOs Non-Governmental Organizations CSO Central Statistical Office DEF Development Evaluation Forum National Institute of Higher Education Research, Science and Technology DP Development Programme EC European Commission EDB Economic Development Board EDF European Development Fund NIP National Innovation Policy NIS National Innovation System NPF National
 Performance Framework NSDS National Spatial Development Strategy EPOSDC East Port of Spain Development Company NTU National Transformation Unit EU FAO FOIA GCI European Union OAS Organization of American States Food and Agriculture Organization OSHA Occupational Safety and Health Act Freedom of Information Act Global Competitiveness Index PAFD Planning and Facilitation of Development Bill PEU Project Execution Unit GDP Gross Domestic Product PICTT Petroleum Intelligence Centre of Trinidad and GIP Government Integrated Payroll System Tobago GORTT Government of the Republic of Trinidad and PMIS Project Management Information System Tobago iv PPRD Project Planning and Reconstruction Division PSIP PSUP RFP Public Sector Investment Programme The Participatory Slum Upgrade Programme Request for Proposal RPI Retail Price Index SEPPD Socio Economic Policy Planning Division SIDS Small Island Developing States SNA System of National Accounts TCPD Town and Country Planning Division TCU Technical Cooperation Unit THA Tobago House of Assembly TOR Terms of Reference UNDP United Nations Development Programme UNICEF United Nations International Children Education Fund UNIDO United Nations Industrial Development Organization UWI WHO University of the West Indies World Health Organizations *Acronym in original language other than English v VISION, MISSION, CORE VALUES, GOALS AND OBJECTIVES VISION “A dynamic, innovative organization providing visionary leadership in national planning, promoting gender equity and directing the course of sustainable development.” MISSION “To drive the economic and social development of Trinidad and Tobago by implementing robust economic, social, spatial and gender policies using highly skilled personnel and incorporating dynamic and innovative methods throughout our Ministry.” CORE VALUES  Transparency and Accountability  Integrity of systems and procedures  Fairness and equity  Respect for the Law  Respect for the Environment  Professionalism 
 Service excellence  Customer focused  Flexibility  Innovation and creativity GOALS/OBJECTIVES  Effective national for sustainable development and improved quality of life.
strategic planning  Institutionalization of a national development inclusive and planning reflective of good governance principles.

framework that is  Development of a service centred organisation.

 Establishment of a reliable population database which informs the decision-making process of all.

 Sound spatial planning that supports modern physical infrastructure and promotes responsible social, economic and environmental planning.
MANDATE The Ministry’s mandate is to:  Develop a coordinated system for social, economic, environmental and physical planning.

 Inform policy based on economic, social and environmental trends.

 Facilitate the development of sustainable living communities, raising the standard of nationally and promoting a culture of responsible citizenship.

 Set the policy direction for interface with regional and international organizations and foster global partnerships and development.
1 EXECUTIVE SUMMARY This Administrative Report serves to highlight the work of the Ministry of Planning and Sustainable Development (MP&SD) during the 2015 fiscal year, in with emphasis on implementing key initiatives, policies and projects through the collective efforts of staff of the various Divisions and Units under the purview of the Ministry.
the progress made Trinidad and Tobago has been guided by strong principles of achieving equity, good governance and a high quality of life for all citizens and as we chart forward as a country and prioritize achieving set goals, the generation of the Millennium Development Goals (MDG’s) Report 2014, was a milestone achieved.

This Report was successfully in completed, approved by Cabinet and Parliament.

laid The MDG Report documented our country’s progress towards attainment of the MDGs as follows: 1.
Eradicate extreme poverty and hunger; 2.

Achieve universal primary education; 3.

Promote gender equality and empower women; 4.

Reduce child mortality; 5.

Improve maternal health; 6.

Combat HIV/AIDS, Malaria and other diseases; 7.

Ensure environmental sustainability; 8.

Develop a global partnership for development.

As we continue on the path to progress, the National Monitoring and Evaluation (M&E) Policy, will be used as a guide to the development of M&E across the public sector.
The policy provides the framework as we move forward to better accountability and decision-making in monitoring and evaluating Government’s policies, projects and programmes.

Annually, June 5th is the United Nations’ principal vehicle for encouraging worldwide awareness and action for the environment.

In recognition and support of World Environment Day, the MP&SD orchestrated an awareness campaign targeting Primary School students, being cognizant that they hold the future in their hands.
A similar outreach initiated by the Ministry to programme was commemorate World Town Planning Day, celebrated annually on November 08th.

The public was able to meet with the Inspectors and Planners for the area, for guidance and clarification on planning related matters.
In keeping with our commitment of geographic development, the MP&SD was instrumental in the implementation of new projects and refurbishment works; for instance the 4 Cs Growth Pole - an initiative of MP&SD that focused on four (4) areas Couva, of Carapichaima and Charlieville).
(Chaguanas, Trinidad central Some developments included: i) the preparation of an alternative site (the former Globe Cinema compound) in Chaguanas for street vendors; sector which details ii) a programme charter for the development of the pottery the requirements to grow the sector.
The intent of this project is to preserve an important element of our Trinidad culture while transforming the skills into a sustainable revenue generating opportunity in the economy; and the iii) recommendations to (NACC), contributed Economic from Development Board’s (EDB) Cocoa Report as well as from the National Agricultural Advisory Committee the establishment of the Cocoa Development Company of Trinidad and Tobago in August 2015.
The Ministry also provided support to a major cocoa investor, the Trinidad and Tobago Fine Cocoa Company, which led to the establishment of a factory for producing cocoa liquor, a critical ingredient in chocolate 2 manufacture.

The first batch was expected to be exported to the UK for conversion into high-end chocolate products to be sold by high-end London retailers.
Project Five Zero (Project 50) was an initiative aimed at enhancing physical and economic conditions in areas along the North Coast of Toco, Matelot, Blanchisseuse, Las Trinidad.

Cuevas and Maracas are the five (5) regions where refurbishment works to fishing depots were executed and completed, through continued collaboration with Fisheries Division.
for the launched, In keeping with promoting entrepreneurship and encouraging innovation, the MP&SD once again successfully Idea 2 Innovation (i2i), where Nationals over the age of eighteen (18) were invited to submit innovative projects that provide value to society, and that are aligned to key economic growth sectors.

The i2i programme is one avenue in the local landscape for starting and expanding new and innovative businesses through the creation of new goods and services.
The allocation for the 11th EDF Multi-Annual Indicative Programme (MIP) 2014-2020 was successfully negotiated with the European Union (EU), with input from stakeholder’s consultations on Innovation.

The MIP 2014-2020 was approved by both parties and the Financing Agreement was signed at the Small Island Developing States (SIDS) Conference in SAMOA.
This fiscal year fostered many diplomatic relations and brought together a number of stakeholders through consultations and meetings with Bi-lateral and Multi-lateral Co-operations, thus establishing an acquaintance with the Ministry’s activities in Trinidad and Tobago and their modalities, as well as existing information networks, in an effort to establish collaboration mechanisms.
of Other Diplomatic objectives aimed to promote the technologies, methodologies, transfer knowledge and experience, strengthen in different capacities of public countries.

The United Nations also continued to play an important role to support development both socially and economically.
to institutions third year, largest Social On January 14, 2015, the MP&SD, made an even deeper and greater commitment to fostering innovation and entrepreneurship, by launching the nation's Innovation Grant Funding Programme - the Lumination Challenge.

focused on encouraging This programme innovation and experimentation to address prevalent social issues, thereby giving individuals the ability to use their resourcefulness to the fullest.
In line with innovation, the Multi-Annual Indicative Programme (MIP) 2014-2020 which focuses on the for innovation and provides development of Civil Society was finalized.

support in While steady progress was made the implementation of policies and projects, this was done amidst several challenges experienced within the various Divisions.

Major challenges being addressed were insufficient staffing both at the executive and junior levels, and retaining adequately trained staff on short term contracts.
is far from over.

The work of the MP&SD Nevertheless, the Ministry will continue to build on the solid foundation laid for the country’s transformation into one where all citizens can enjoy a quality of life based on sustainable development strategies.
3 OVERVIEW OF MP&SD The MP&SD is the arm of the Government that is centrally responsible for the country’s medium and long-term economic policy planning, national human development, national manpower planning, national statistics, land use planning, urban development and technical cooperation.

Summarily, the Ministry’s mandate remains to:  Develop a coordinated system for social, economic, environmental and physical planning.
Statutory Boards and Bodies:  Advisory Town Planning Panel (ATPP)  Caribbean Industrial Research Institute (CARIRI)  Chaguaramas Development Authority  Council for Competitiveness and Innovation  Economic Development Board  Inform policy based on economic, social, and environmental trends.

The major summarized as follows: functions of the Ministry are  Facilitate the development of sustainable communities, raising the standard of living nationally, and promoting a culture of responsible citizenship.
 Set the policy direction for interface with Regional and International Organizations and foster global partnerships for development.

 Advising on the allocation of financial resources consistent with national priorities.

 Advising on Land Use and Land Development.

 Coordinating the National Statistical System.

 Planning and Policy Formulation and advising on national development priorities.

 Preparation of statistical information to inform The Ministry is also responsible for: decision-making.
 Coordinating and Monitoring of Strategic Plans  Economic Management  Economic Planning, Coordinating and Monitoring  Five growth poles  National Framework Sustainable for Development  National Innovation System (NIS)  Population Social Sustainability  Public Sector Investment Programme (PSIP)  Public Sector Maintenance Programme (PSMP)  Town and Country Planning  Liaising with Multi-lateral Agencies and loan and grant to secure Governments resources and technical cooperation services.
 Preparation and monitoring the performance of the Public Sector Investment Programme.

4 Given its mandate, the Ministry has established a working framework that facilitates the growth and development of the country and its people on a sustainable basis.

The framework seeks to create the conditions for lasting prosperity, economic growth, human development, and general improvement in the lives of all citizens in Trinidad and Tobago.
This is the Medium Term Policy Framework 2011-2014 which outlines government’s priorities and are highlighted in Box 1.
Box I: Government’s Strategic Priorities  Agriculture and Food Security  Health Care Services and Hospitals  Economic Growth, Job Creation, Competitiveness and Innovation  Poverty Reduction and Human Capital Development  Crime and Law and Order  Facilitative Priority Initiatives – Good Governance  5 MECHANISMS FOR ACHIEVING THE MANDATE OF THE MINISTRY Several Divisions of the MP&SD drive the core actions and address the needs of both external and internal clients.
A number of Support Services Divisions work together with the core Divisions to guide national economic and social development, The in collaboration with key stakeholders.
Divisions of the Ministry that facilitated the major achievement of the core activities, including the challenges faced in achieving its mandate are listed hereunder: CORE FUNCTIONS OF DIVISIONS SOCIO ECONOMIC POLICY PLANNING DIVISION (SEPP) Mandate The Socio-Economic Policy Planning Division (SEPPD) is responsible for the articulation and review of term short, medium and Development Planning Frameworks, (through consultation with key stakeholders and Civil Society).
long Roles of the SEPP  Providing the framework and coordinating mechanism for holistic, integrated national policy development.

 Developing and reviewing medium and long- in development national plans term consultation with stakeholders.

 Advising on sectoral reform initiatives by to Government Ministries and Agencies address sectoral deficiencies.

 Ensuring consistency between regional policies and plans and Central Government policies and plans.

 Coordinating strategies.


 Monitoring and on-going inter-sectoral policy and and impact of social and review assessment of the economic policies.

 Researching and analysing domestic and international social and economic trends and issues to facilitate evidenced-based national policy development.

for  Facilitating  Measuring, monitoring and reporting on continuous human development improvement in the quality of life.
and the mobilisation coordinating financial resources and technical assistance from regional and multi-lateral support organisations development national development.

to of 6 Major Achievements (MDGs) Millennium Development Goals Country Report The Millennium Development Goals (MDG) Report 2014 was approved by Cabinet and successively laid in Parliament.

In September 2015, the Report was printed for distribution.
Social Progress Index Commenced research on the introduction of a Social Progress Index in Trinidad and Tobago through collaboration with Life Support, a Non- Governmental Organization.

National Development Plan 2015-2021 Commencement of preparatory work on the development of a new National Development Plan 2015-2021 through the engagement of research consultants in the thematic areas.
National Manpower Strategy Preliminary discussions with the Inter-American Development the development of a Manpower Strategy for Trinidad and Tobago commenced.

towards (IDB) Bank National Innovation Policy (NIP) 2015-2025 Consultancy was completed on mapping the Innovation Ecosystem as well as the conduct of an Innovation Survey to provide input into the preparation of a National Innovation Policy 2015-2025.
Research Papers Commencement of research papers entitled “Investigating Productivity in Trinidad and Tobago” and “Fuel Subsidy Removal in Trinidad and Tobago and its Potential Outcomes” Regional and Multilateral Institutions: Caribbean Development Bank (CDB) SEPPD continues to provide support to this country’s representative on the Board of Directors of the CDB in the preparation of Meetings, Briefs and other related activities.
The Division in 2015, hosted a number of CDB Missions in January, July and October 2015, where the CDB met with Ministries and Government Agencies to discuss project proposals.

Site visits were also incorporated during these visits.

Inter-American Development Bank (IADB) The Division continued to be the focal point of IADB relations with the Government of Trinidad and Tobago.
SEPPD provided support to the Honourable Minister Dr. Bhoendradatt Tewarie, in his capacity as Governor for Trinidad and Tobago on the IADB Board of Governors.

A total of forty-two (42) Missions were held over the period.

Some are listed below: Special Mission Announcement - VIII ACF Scoping Mission - Caribbean Regional Enterprise Asset Commercialization Hub 7 Special Missions: - Testing a Prototype Regional Management.

Fund for Caribbean for Wastewater - Support to the Emerging Sustainable Cities.
- Support for Economic Growth Competitiveness and Innovation.

- Network of the Regional Policy Dialogue Inter-American Network of and the International Trade Single Windows, more commonly referred to as Red VUCE.

Administrative Missions: - Review of Audit Working Paper Files.

- Feasibility Studies for a Risk Resilient Coastal Zone Management.

- Global Services Offshoring Promotion Programme.

Analysis Mission: - Strengthening of the Single Electronic for Trade and Business Window Facilitation.
- Support to Strengthen Trinidad and Tobago's Public Financial Management System.

Challenges  The absence of a formal National Planning System, impact negatively upon the legitimacy of the work of the Division.

 A minimum level of up-to-date computer facilities (hardware and software).
 Insufficient staff of the desired quantity, quality and skill mix in economic development, quantitative economics, social development and rigorous sociological research techniques impaired the Division’s ability to effectively carry out its mandate.

 Absence of planned efforts to develop the existing human resources on the permanent establishment.

 Lack of disaggregated and timely data as inputs into the planning process.
 Limited systematic research is conducted due to inadequate staff resources and time constraints compounded by inadequate formal institutional linkages with research bodies including academia.

 Definitive work and performance standards for the Division have not been established.

responsibilities  Absence of streamlined management systems and operating guidelines which affect the operations of the Division.
 Constraints on the capacity of management to direct and manage, since management has to be intimately involved in the production of primary output.

 Insufficient focus on management/leadership development.

 Stymied promotional opportunities for officers in the social stream may lead to the promotion/transfer of experienced staff to the wider Public Service which will derail the efforts of the Division in respect of its social restructuring efforts in the development planning process.
8  Inadequate facilities to accommodate additional staff.

PROJECT PLANNING AND RECONSTRUCTION DIVISION (PPRD) Mandate Enhancement of the system for management of public investment projects and strengthen the project management capability in the public sector.

Roles of the PPRD  Improve quality the Programme submissions.

of Development  Improve the quality and timeliness of status report of Line Ministries and Executing Agencies.
 Upgrade skills of officers preparing and implementing Capital Programmes.

 Provide PSIP documents to the General Public.

 Improve Information Technology Infrastructure and establish an the computer system of the Budget Division of the Ministry of Finance and the PPRD.
interface between Major Achievements MONITORING OF THE 2015 PUBLIC SECTOR INVESTMENT PROGRAMME (PSIP) The Project Planning and Reconstruction Division (PPRD) continued the monitoring of the projects and programmes funded under the 2015 PSIP, which were categorized under the seven (7) interconnected development pillars.

The monitoring of implementation included:  preparation and updating of project profiles.

 conducting of meetings with Ministries and Departments.
 conducting of site visits and preparation of site visit reports.

 preparation of monthly status reports on implementation and progress, recommendations to facilitate efficient and effective resource utilization.

issues,  provision of advice and assistance to the Ministries of Finance/Planning and Sustainable Development and Line Ministries on the management of PSIP resources and project execution.

 monitoring of the performance of the 2015 PSIP through the First Quarter and Mid Term Reviews.
REVIEW AND REFINEMENT OF THE 2014 PSIP in 2012. review and the The Division continued the Public-Sector refinement exercise of Investment consistent with Programme, recommendations previously approved by Cabinet The exercise sought to transform the PSIP into a more robust planning tool, and to re-establish it as an efficient development tool, linked to the achievement of national goals and objectives, and ensuring Several criteria were maximum developed and applied to screen and select projects for inclusion in the PSIP.
Among the most significant, were the following: impact.

 Improved system of project screening, appraisal and selection with an emphasis on identifying and removing projects and programmes which 9  were long standing and on-going, duplicated and recurrent or operational in nature.

Inclusion and selection of projects with a potential for a high impact and generating employment creation opportunities.

 Commencement of the development of a rubric for the evaluation of projects.
 State of project readiness to execute.

 Initiating moves to build capacity in the Public Sector.

and CAPACITY BUILDING AND DEVELOPMENT IN THE PUBLIC SECTOR In the Cabinet-approved to conforming recommendation, to build capacity in the Public Sector in Project Management, the Ministry of Planning Sustainable Development commenced the process of strengthening capacity across the Public Sector to effectively conceptualize, plan and implement public sector projects.
Training in Public Sector Project Development and Management was conducted with key implementing Agencies to assist them in developing their annual and pipeline projects for funding.

Upon completion of this training greater compliance with the Call Circular requirements as well as the production of a more robust PSIP will be achieved.
line Ministries and PREPARATION OF THE 2015 PSIP The 2015 Public Sector Investment Programme (PSIP) was prepared within an overall ceiling of $8,160 million of which $3843.3 million (47.1%) was provided under the Consolidated Fund and $4316.7 million (52.9%) under the IDF.

As part of the 2015 National Budget exercise, two PSIP documents were prepared by the PPRD and approved by Parliament in October 2014.
Copies of the approved PSIP documents were printed and disseminated to Government Ministries and Agencies, Statutory Bodies, the THA and other important stakeholders.

The PSIP documents were: I.

Public Sector Investment Programme 2015 (Trinidad) II.
Public Sector Investment Programme 2015 (Tobago) Within the context of the flexible approach referred to above, efforts were made to ensure that the 2015 PSIP was aligned to the Medium- Term Policy Framework (2011 – 2014) and that the determination of funding allocations for in programmes and projects were made accordance with the five (5) Strategic Priorities for National Development as well as the Seven Developmental Pillars.
The introduction of the Ministry’s National (NPF) Performance Framework 2012-2015 would ensure that the outcomes and impacts of the developmental initiatives of the PSIP are the measurable.

achievement of key result areas against the five Strategic Priorities – ensuring that there is alignment with the budget priorities in the PSIP.
focuses on The NPF also towards Work the continued transformation of the PSIP into a more robust planning tool, and its re-establishment as an efficient development tool, linked to the achievement of national goals and objectives, and ensuring maximum impact.

10 Challenges  Systemic problems with implementation.

 General lack of readiness for implementation as projects are improperly conceived and therefore in the spend an planning stage, resulting in delays in the start-up of projects.
long period inordinately Capacity in Trinidad and Tobago.

Emphasis is also placed on coordination and implementation of national policy and strategic plans, and the establishment of a reporting framework against Government’s Medium Term Policy Framework 2011-2014.

Core Functions  Understaffing and lack of staff dedicated to project implementation.

As a result, many Ministries and Departments are not in a state of implement/manage readiness to effectively their slates of projects and programmes.
 Strengthen capacity for results-based monitoring and evaluation, including building a performance Government’s framework performance, as well as, the establishment of a robust national indicator system.

to measure  Inadequate Development Programme submissions\Status Reports.

 Monitor and evaluate national outputs, national outcomes and key result areas set out in the National Performance Framework 2012-2015.

 Late submission of Development Programme proposals by line Ministries and Departments.
 Inadequate project management capability in Ministries and Departments.

 Inadequate IT technology to support Project Management Information System (PMIS).

 Effective reporting on performance through the reports on annual the production of performance.

 Administrative and support technical to Ministries/Departments and Agencies as it relates to the establishment and training in various monitoring and evaluation practices and procedures.

NATIONAL TRANSFORMATION UNIT (NTU) Major Achievements I.
Monitoring and evaluation Mandate The mandate of the National Transformation Unit (NTU) is to serve as the overarching Monitoring and Evaluation Unit in the public sector, with specific focus on the implementation of the Medium Term Action Plan for Building Assessment and Evaluation  Prepared TOR’s, briefs, project documents for the following projects: - Sectoral Performance Framework.

- Development of a Desk Manual.

- Development Evaluation Forum (DEF) 2015.


11 - Evaluation of the National Performance Framework.

- M & E Readiness Assessment.

Evaluation practitioners to advocate for the use of Results Based Management their Ministries.

in  Shortlisted Consultants for IDB Projects: - Preparation of the Sectoral Performance Framework.

- Development of a Desk Manual - Evaluation of the National Performance Framework.

 Finalized the National Monitoring and Evaluation Policy.
The Policy will be used as a guide to the development of M&E across the public sector.

This Policy will provide the framework as we move forward to better in accountability monitoring and evaluating Government’s policies, projects and programmes.

decision-making and II.

Effective reporting on performance a.

Production of Annual Performance Report (ARP) 2014 – this ARP represents a shift in reporting on activities to one that focuses on results of Government initiatives.
Moreover, it is the first time that reporting is now being shifted to the actual indicators outlined in the NPF.

tracking of performance b.

The National Transformation Unit is in the process of compiling data sent from Ministries in preparation for the production of the Annual Report on Performance 2015.

Challenges There continues to be a significant number of vacancies for technical positions within the Unit.
These positions are critical to ensuring the increased effectiveness of the Unit to deliver on its mandate.

CENTRAL STATISTICAL OFFICE (CSO) The Central Statistical Office of Trinidad and Tobago (CSO) was established in 1952 by the passing of the Statistics Ordinance, Chapter 42, No.

11 of the Revised Ordinances 1952.


The Ordinance was later replaced by the Statistics Act, Chapter 19:02 of the Revised Laws of the Republic of Trinidad and Tobago, 1982. and The Act provides for the taking of any Census and Survey and for the collection, compilation, analysis statistical publication information on the social and economic conditions of the people of Trinidad and Tobago and for other matters relating thereto.

[22nd May 1952].

of III.


Administrative and Technical Support Mandate The 4th Annual Development Evaluation Forum was hosted in November 2014.

Ministries were presented with the National Monitoring and Evaluation Policy of Trinidad and Tobago.

The Forum sought to motivate Monitoring and  To conduct censuses in Trinidad and Tobago.
 To compile, analyse, abstract and publish the relating industrial, agricultural, mining, statistical commercial, information to 12 economic, social and general activities and conditions of the people of Trinidad and Tobago.

 To collaborate with other Government Departments in the collection, compilation, analysis and publication of statistical records of administration.

 Generally organise a co-ordinated scheme of economic and social statistics relating to Trinidad and Tobago.
Major Achievements NATIONAL ACCOUNTS DIVISION National Income Section  Discussions held with Caribbean Community and Common Market (CARICOM), Caribbean Regional Technical Assistance Centre (CARTAC) and GOPA consultants on implementation of the main System of National Accounts (SNA) 2008 changes.

 Initiated discussion with Board of Inland Revenue to access administrative data such as Output/VAT paid by industry/activity.

 Incorporation of new and revised data into the estimates.
 Compiled and disseminated annual statistics on Gross Value Added (GVA) and Gross Domestic Product (GDP): o Provisional Estimates of GVA by Industry and GDP for total economy for 2015 in current prices.

o Provisional Estimates of GVA by Industry and GDP for total economy for 2015 in constant prices.

o Revised Estimates of GVA by Industry and GDP for total economy for 2012-2014 in current and constant prices.
Tables Produced:  Gross Domestic Product of Trinidad and Tobago at Current and Constant (2000) Prices in TT$ Millions.

 Gross Domestic Product of Trinidad and Tobago and Percentage change by Percentage contribution at Current and Constant (2000) Prices.

Business Surveys Section  Conducted the 2014 Annual Survey of Establishments.

 Daily updating of editing database to record movement of all questionnaires.
 Reviewed questionnaires from respondents to make certain the responses were corrected improper entries/classification of items.

complete and relatively received  Compiled annual statistics on number of business establishments by size and industry for period 2013.

 Economic Sector officers and Statisticians in the National Income Section trained in Finance Accounting Fundamentals and Extracting Data to Establishment complete questionnaires.
Survey of  Monthly data collection activities as per the international standards, hence the timely release of statistical information on the Gross Domestic Product.

ECONOMIC STATISTICS DIVISION  The Index of Retail Sales for the 3rd quarter 2014 to 2nd quarter 2015 were completed.

13  Four quarters of the Index of Retail Prices of Building materials were completed by the end of September 2015 (4th quarter 2014 - 3rd quarter 2015).
 The Index of Domestic Production for 3rd quarter 2014 to the 2nd quarter 2015 was completed by September 2015.

 Fourth quarter 2014 – 3rd quarter 2015 of the Index of Producers was released in September 2015.

 The Index of Retail Prices was completed and released monthly up to September, 2015.

The Retail Price index for January to March 2015 was calculated in the January 2003 =100 base.

The rebased Retail Price index was calculated using the new base of January 2015=100.
It was launched in the month of April 2015.

All data the year were requests completed and submitted.

received during  Data was also provided for the Survey of Living Conditions.

VITAL AND SOCIAL STATISTICS SECTION Births and Deaths Reference year 2009 Births - Completed the error listing from the Computer Division, all Stillbirths data captured and some birth tables were generated and checked.
Deaths - February 2015, Mr. Victor Pinder was re-hired as a consultant to refresh and retrain the members of staff who were assigned to the death coding exercise.

He conducted an intensive two week training exercise with the staff, where training lectures were done in the morning session and coding exercises (with actual work) in the afternoon sessions.

Some of the death tables were generated and checked.

Reference year 2010 Births - Approximately 6000 Birth records have been edited and coded.
Stillbirths for all hospitals except Port of Spain General have been extracted.

Deaths - Approximately 95 percent of the death records have been edited, coded and entered on the computer, and the missing and outstanding returns being extracted from the Register Generals Office.

Reference year 2011 Deaths - All work received was edited coded and batched.

Approximately 7000 returns were assigned Area Codes and 106 queries were identified Reference year 2012 Deaths - All work received were edited and coded.
Approximately 7754 returns were assigned Area Codes and 64 queries were identified.

Reference year 2013 Deaths - All work received were edited and coded.

Approximately 6896 returns were assigned Area Codes and 544 queries were identified.

Reference year 2014 Deaths - All work received were edited and coded.

Approximately 7000 returns were edited, coded and Area Codes assigned and 566 queries were identified.
14 Reference year 2015 Deaths - All work received were edited and coded and 316 queries identified.

Marriage and Divorces Reference year 2009 All marriages and divorces have been extracted, edited and tables generated.

Reference year 2010 All marriages were extracted, edited and captured by Computer Division, pending data tables.

validation Approximately 90 percent of all Divorces were extracted including Muslim Divorces.
generation and of Education  Completed the preparation of all 2009/2010 Secondary schools tabulations.

 Approximately 25 percent of the 2010/2011 Secondary schools questionnaires were edited, coded and data entered in the computer.

 Edited and Coded 10 percent of Primary schools questionnaires for 2010 – 2011 Crime Reference year 2009 The Crime Report was completed but not printed due to the disruption caused by the CSO’s displacement from the Head Office located at Independence Square, Port of Spain.
Reference year 2011 Marriages were extracted, edited and captured by Computer Division pending data validation and generation of tables.

Reference year 2010 Entered Crime and Problem Analysis (CAPA) Data -Tables 1-15 entered and Probation Data - Tables 16-23.

Reference year 2012 All work received were edited and coded.

Approximately 7754 returns were assigned Area Codes and 64 queries were identified.

Reference year 2011 Entered CAPA Data – Tables 1-8.

Table 9 has commenced.


Reference year 2013 All work received were edited and coded.

Approximately 6896 returns were assigned Area Codes and 544 queries were identified.

Reference year 2014 All work received were edited and coded.

Approximately 7000 returns were edited, coded and Area Codes assigned and 566 queries were identified.

Reference year 2015 All work received were edited and coded and 316 queries identified.
CONTINUOUS SAMPLE SURVEY OF POPULATION Quarterly tables for the year 2014 were produced and published by June, 2015.

Questionnaires for the 1st quarter, 2015 was edited and coded and quarterly Labour Force tables for this period were produced by September, 2015.

The tables for the annual report 2014 were being complied and checked.

The workload for the 2nd quarter, 2015 was on the field.
AGRICULTURE STATISTICS DIVISION Agriculture staff were relocated to Ground floor of the Plaza 47 building located on Frederick Street, Port of Spain in January 2015.
15 in respect of Surveys Data for this period ending 30th September 2015 has been processed the undermentioned surveys:  Food Crop Survey  Small Ruminants Survey  Table Egg Survey  Apiculture Survey  Aquaculture Survey  Paw Paw Survey  Pineapple Survey  Watercress Survey  Christophene Survey   Slaughterhouse Survey Feed Millers Survey CENTRAL STATISTICAL OFFICE TOBAGO  The Index of Retail Prices (RPI) The RPI for each month within the calendar year was calculated.
 Agriculture Surveys All agriculture surveys in respect of the food crop and small ruminant’s surveys were carried out in the field for the year.

The entering and computation of statistics data by technical staff of the office was completed.

 Deficiencies in the Trade Systems: IDB Eurotrace Project were identified and solved.
CENSUS AND SURVEYS DIVISION  The current surveys for Business Surveys (Retail Prices, Market Prices and Financial Accounts for Establishments) as well as twenty Agriculture surveys were conducted as scheduled.

GEOGRAPHIC INFORMATION SECTION  Prepared selected enumeration district maps for quarter 4 periods 1 to 6, 2015.

 Completed data requests.

 Worked with consultants to select and identify enumeration districts for the new CSSP frame.
Challenges  Accommodation issues continued to persist due to the limited space afforded to the Division at Park Street, Port of Spain.

 Insufficient Human Resource resulted in the Division’s operations being severely impacted and the excess workload is now placed on the existing staff.

 Survey of Departing Visitors This survey is conducted every two months using external field staff.
 The seemingly flawed business register of establishments continues to be used to select sample firms for the annual survey.

THE COMPUTER DIVISION  Relocation of office and IT equipment completed and procurement for 20 computers was also completed.

 SPSS licence renewed.

 Implementation plan created for the 123 Project.

 Compilation issues using current software - The compiler often Index of Retail Prices experienced difficulties with the program and other IT related issues.
16  Limited access to telephone lines provided a in trying to source data when challenge preparing GDP estimate.

 Unable to update/redraw enumeration district maps as all equipment left at Edward Street building was not replaced.

 The CSSP survey, suffered a lag between the survey period and the enumeration time.

Although fifteen (15) enumerators were hired to assist in the reduction of this gap, the gap could not be closed entirely due to the lack of Listing Records and printed CSSP questionnaires.
TOWN AND COUNTRY PLANNING DIVISION (TCPD) Mandate The TCPD is responsible for the administration of the Town and Country Planning Act Chapter 35:01 of the laws of Trinidad and Tobago, on behalf of the Minister responsible for Town and Country Planning.

Core Functions The TCPD plays a critical role in the socio- development of the country, as all development takes place within the framework of the law, in international the context of national and imperatives.
It is also the only regulatory body with a statutory timeframe within which it must determine an application.

The ability to enforce the provision of the determined.
Other core functions include: is also statute law DEVELOPMENT PLANNING To Develop and keep under review a comprehensive physical development planning framework which includes the preparation of development plans at the national level, levels, the review and regional and land use policies and the formulation of development of codes and standards for development.
local DEVELOPMENT MANAGEMENT all  Evaluate and determine on behalf of the Minister, planning applications permission to develop land and for the display in accordance with the of advertisements comprehensive National planning framework.

for  Enforcement of planning control.

 Provide data on development control activities to other private/public sector agencies.

 Maintain public registers for planning applications.
DEVELOPMENT FACILITATION  Major public/private sector projects are provided with pre and post application advice, to increase the efficiency in the approvals process, decrease uncertainty for applicants and improve the ease of doing business in the investment climate.

 The complex facilitation and internal review committees have been convened to facilitate the application process.
 If permission is refused or an applicant is dissatisfied with conditions of approval, there is 17 a right of appeal to the Minister.

The Division prepares and submits a report and supporting documents to the Advisory Town Planning statutory Panel, requirements.

accordance with in  Assist in the preparation and review of relevant planning legislation and related regulations.

open, transparent and accountable regulatory system for all applicants.
include reforms legislative, Present administrative and the development of codes and standards.
However, we continue to implement measures to provide short term relief through the following: PUBLIC INFORMATION/EDUCATION  Legislative Reform (Planning and Facilitation of The Division maintains statutory maps and alpha/numeric registers which lists all planning applications and decisions and are available for facilitates public transparency, open access and is a statutory requirement under the Town and Country Planning Act Chapter 35:01. inspection.
The service CO-ORDINATION AND ADVICE TO OTHER AGENCIES  The Division collaborates with the Regional Corporations on development within their regions.

 The Division serves on many Cabinet appointed and ad-hoc Technical coordinating committees, with respect to development planning and management matters.

 Provides technical advice on land use planning matters to the public and to other public/private sector Agencies.
Achievements ACHEIVEMENTS IN IMPROVED PUBLIC SERVICE DELIVERY THROUGH PLANNING REFORM AND OTHER INITIATIVES The role of the regulatory system is to facilitate good development.
The TCPD is improving the regulatory system for investment by creating an Development Bill) o Status of Legislation The Planning and Facilitation of Development Bill, (PAFD) 2013 seeks to reform the Town and Country Planning Laws of Trinidad and Tobago by establishing:- The PAFD Bill which was assented to in Parliament on the 1st October 2014 and sought: a.

A system for the preparation and approval of national and sub-national development plans; b.
A system of planning and development approvals, which are designed to secure predictability, simplicity, promptness and transparency of the development applications.
treatment in o The Transition of (TCPD) Two (2) committees were set up by Cabinet, these include the Transition Team of the Ministry of Planning and Sustainable Development (MP&SD) and the Coordinating the Ministry of Local Committee of Government to facilitate the implementation of the provision in the Bill, namely the establishment of the Municipal Planning Authority and the National Planning Authority, inclusive of the TCPD staff.
18 The TCPD collaborated with the Port of Spain Municipal Corporation to conduct a joint Pilot project.

This is the first of four pilot projects is expected to be followed by the which Tunapuna/Piarco, San Juan/Laventille and San Fernando Municipal Corporations and the Tobago House of Assembly.
 Automation of the Regulatory Process There is an on-going collaboration with the Trinidad and Tobago International Finance Centre (TTIFC) and the Ministry of Trade, Investment and Communications Industry, through the “Ease of Doing Business Project” to identify and the regulatory system including WASA, Fire Services, Drainage Division and the EMA.
remove bottlenecks in Work has also advanced in the development of a web page to ensure that information pertaining to the Division’s role/function and services are readily available to both external and internal clients  Policy Review Committee In an effort to improve the efficiency, transparency and consistency in decision making, the Division continues to update its Land Use Policies and standards to guide development.
The following are some initiatives in this regard:- o Revised Zoning Classification and Standards of Existing Residential Commercial Settlements.

The Hon.

Minister, approved the updated 2014-2015 Land Use Policy, as the operative policy to be implemented nationally to land Use Planning Centres and the present practice of discourage inconsistencies in the application of various dated Land Use Policies.
This involved the revision of relevant standards associated with various Residential and Commercial Zones within the context of the National Spatial (NSDS) and other Development Strategy National Policies towards the achievement of sustainable development practices.

o Penal/Debe Local Area Study This project was initiated based on pressure for development in the area and the impacts of proposed major development projects including the University.
The field work was completed and digitization of the information is currently ongoing with a view of generating proposals for the development of the area to facilitate the policy review.

o Montrose Crown Trace review of Development Standards on A Montrose Crown Trace from Endeavour Road - Egypt Extension Trace to Southern Main Road was undertaken.

The agreed standards were approved by the Hon.

Minister of Planning and Sustainable Development on March 14, 2014 to be implemented immediately.
o South West Tobago The National Spatial Development Strategy states that South West Tobago forms the major urban clusters with the potential for renewable energy, strategic focus development projects in areas such as the COVE.

In the area under review, the dominant policy zones which will be upgraded includes resort, residential, commercial and mixed use.
The tourism and 19 2009 Land Use Policy for Tobago designates a large part of the area as urban development, which is vague and may cause inconsistencies.

This document aims to create functional zones within the urban development policy based on factors growth, infrastructure, topography, land capability and available services.
population such as Tobago Regional Office The applications pending are those for which additional information or amendments have been requested towards resolution of the development proposal.

The percentage pending has been drastically reduced from 12 percent to 3 percent from previous years, even as the number of applications have increased over the past four years by 14 percent.
ENFORCEMENT UNIT A draft Enforcement/Regularization Policy has been formulated to deal with all existing matters in the Unit:  Thirty Six (36) Ombudsman matters dating from 2007 have been attended to with six (6) matters still receiving attention.

 Fifty (50) additional matters have been recommended for closure.

 Sixty percent (60 percent) of loose leaf matters which were received from other Agencies as well as the general public have received the attention of the Division.
A Training Programme was conducted to sensitize the new experienced staff, assigned to the Enforcement Unit in August 2014, with the the operations and procedures regarding processing of Complaint and Enforcement matters.

 World Environment Day World Environment Day is held each year on June 5.

It is one of the principal vehicles through which the United Nations (UN) stimulates worldwide awareness of the environment and enhances political attention and action.
The theme for 2014 was “Raise your voice not the sea level”.

In support of the 2014 United Nations International Year of the Small Island Developing States”, the Research Unit developed an awareness campaign targeting Standard 3 and 4 Primary School students.

The outreach program reached a total of six hundred and eighty-seven (687) students.

In the campaign, puppets and puppeteers were used the information to the audience and to capture their attention.
to disperse  World Town Planning Day 2014 World Town Planning Day is commemorated annually on November 8 and is used as a platform to create public awareness about current planning issues and practices.

The Division initiated a public outreach program to commemorate World Town Planning Day in 2014.
This event took place in the Penal Central Community Centre on November 14, 2014 and in Tobago where the public was able to meet with the Inspectors and Planners for the area for guidance and clarification on any planning related matters.

20 Challenges Core Functions The Division continues to operate at 50 percent capacity in an environment of aging infrastructure which continue to affect its daily operations while the demands, expectations and workload are growing.
The staff must be complemented and appreciated for their commitment to duty at a time of impending changes.

 Review and provide recommendations to the Honourable Minister on matters regarding: - Decisions made on applications for planning permissions to develop lands, - Complaints against unauthorized development and enforcement of planning control.
ADVISORY TOWN PLANNING PANEL (ATPP) Mandate The Advisory Town Planning Panel (ATPP) was established under the Town and Country Planning Act Chapter 35:01 for the express purpose of advising the Minister on any matter within their knowledge or on which the Minister may seek their advice, as it pertains to the proper carrying out of the provision/objects of this Act.
The Panel comprises private sector professionals from the Legal, Town Planning, Valuation and Engineering and, a representative from the Tobago House of Assembly (THA), appointed by Cabinet.

The current Panel was appointed for a period of two years with effect from February 17, 2013 (Minute 555 dated January 28, 2013 refers).

The Panel receives applications from members of the public requesting reviews on decisions made by the Town and Country Planning Division for Outline Planning Permission.
 Land use planning and land development matters.

• Provide resources to the Cabinet Appointed Task Force with responsibility for the redrafting of the Planning and Development of Land Bill.

Major Achievements The Panel conducted meetings once per week, every Thursday, where approximately ten (10) matters were heard.

Applicants were interviewed, cases were reviewed, site visits undertaken (as required) and recommendations submitted to the Honourable Minister.
A similar approach was utilized for matters of appeal in respect of Tobago.

At these meetings, the Panel is supported by representatives of the Town and Country Planning Division who provided background information, furnished advice and submitted written reports on matters.

Matters were also referred by the Panel to relevant Agencies for their input.
During the period January 2015 to December 2015 a total of two hundred and eighty (280) new applications for review were received by the Advisory Town Planning Secretariat.

21 The Panel completed two hundred and forty-nine (249) matters, of which approximately forty-four (44) of these matters were deferred.

There were three hundred and twenty-nine (329) interviews scheduled/heard for the year 2015.

This figure included interviews conducted with applicants when the Panel visited Tobago.
Challenges The Panel was constrained in its operations by several factors such as: absence of Town and Country Planning Division Reports, failure of applicants to attend interviews, and abuse of the review process by applicants forestall enforcement action.

These had the combined effect of reducing the number of applicants actually heard during the period under review.
to The absence of a Town Planner II in the Secretariat constrained the work of the Secretariat as technical advice at times had to be sought, from the Town and Country Planning Division.

ECONOMIC DEVELOPMENT BOARD (EDB) Mandate and Core Functions  Consult with communities and stakeholder advisory councils in order to advise the Minister of Planning and Sustainable Development (PL&SD) on possible policy choices and actions.
 Provide technical advice and support for the development and implementation of a National Innovation Policy and the operationalization of Innovation System (NIS), for the National Trinidad and Tobago including a results focused implementation plan.

 Perform an advisory role in the strategic management of the national economy and provide to Government Agencies on economic development issues on demand or through its own initiative.
strategic advice  Advise the Minister, PL&SD in the preparation of an Annual Performance Report on policy implementation by Ministries and Agencies and make continuous improvement.

recommendations for  Review and assess, where directed, major government programmes and projects related to economic and social transformation and assume responsibility for project execution which may be assigned for special projects of socio-economic value.
 Analyse the performance of emerging sectors in the economy and make recommendations, in for where necessary, productivity and competitiveness and for new investments to support job creation.
improvements and foreign investors  Identify new areas of investment within the National Diversification Strategy and support local both manufacturing and services sectors, to move up the value chain to achieve higher sustainable returns as they seek out new business opportunities to support the diversification process.

in  Collaborate with other co-coordinating Investment Agencies as may be required from time to time and to interact with foreign investors investment opportunities in Trinidad and Tobago.
This may be done on the initiative of the EDB or in collaboration with other entities.

promote and 22  Continuously monitor and assess the business environment with a view towards making recommendations in for investment facilitation.

improvement  Play an advisory role at the National Innovation System chaired by the Honourable Prime Minister of Trinidad and Tobago.

Major Achievements North Coast Growth Pole Cabinet approved the Policy Direction for the Development of the North Coast Growth Pole.
implementation of the project was The highlighted to be completed in three phases, which allowed incremental growth to preserve the environment and cultural assets of the North Coast Area.

integrated and Project Five Zero Planned refurbishment works were executed and completed during fiscal 2014/2015.

As such Fishing Depots at Maracas Bay, Las Cuevas and Blanchisseuse through continued collaboration with Fisheries Division, have been repaired through the Project Five Zero initiative.
4 Cs Growth Pole Projects linked to the Chaguanas Borough Corporation’s Borough-to-City initiative have yielded many ongoing projects.

These included: - The preparation of an alternative site (the former Globe Cinema site) for street vendors.

Cabinet agreed to lease the site for the period of 18 months.
In collaboration with the Mayor of Chaguanas, proposals were evaluated from contractors to prepare the site for occupation by the street vendors, thereby eliminating traffic congestion in the Borough of Chaguanas.

Mobilisation work began in November, 2014.

- Sensitized downtown Chaguanas retailers to the requirements and opportunities for increasing their competitiveness.
- The EDB’s Human and Development Sub- Committee hosted a stakeholder’s consultation to gain feedback on critical human and social challenges affecting the Borough.

- Agreement to pursue the establishment of a Business Improvement Area in Chaguanas was reached.

In terms of the wider 4Cs Growth Pole, site acquisition for the modular construction, the equipping of a creative centre and finalization of a training intervention for the potters work was undertaken.
Further, the EDB has developed a Programme Charter for the development of the pottery sector, which details the requirements needed to thrive this developing sector.

The intent of this project is to preserve an important element of our culture while transforming the skills into a sustainable revenue generating opportunity in the economy.
Elements of the programme will target the temporary relocation of potters, construction of a Cultural and Creative Hub anchored by the pottery industry, establishment of a privately owned clay refining company and initiatives to upgrade the capacity of the potters to propel this industry forward.
23 Cocoa Recommendations from the EDB’s Cocoa Report as well as from the National Agricultural Advisory Committee (NACC) contributed to the set up and functioning of the Cocoa Development Company of Trinidad and Tobago in August 2015.

Further support was provided to a major cocoa investor, the Trinidad and Tobago Fine Cocoa Company, which led to the establishment of a liquor, a critical factory for producing cocoa ingredient in chocolate manufacture.
The first batch is expected to be exported to the UK for conversion into high-end chocolate products to be sold by high-end London retailers.

Collaboration with the Ministry of Food Production on the honey issue has contributed towards designing a 3-prong strategy for the sector centred on legislative changes, technical capacity building.

testing/certification and Maritime An Inter-Ministerial Committee on Maritime was established.

Its first meeting was held on October 2014.


The findings and recommendations of 20, the Port Rationalization Study (inclusive of dry docking), was completed and approved by Cabinet the previous fiscal and transferred to the Ministry of Works and Infrastructure and the Ministry of Trade, Industry, Investment and Communications to pursue the construction of a new container handling Port in Port of Spain and a dry docking facility in La Brea.
Energy and Energy Services Integrated Solar Energy Park Cabinet approved the SiTek feasibility study and convened an Oversight Committee to determine the next project phase.

Selection of a potential investor for the Integrated Solar Energy Park is expected to be completed by November 2015.

Tourism and the Creative Sector Sugar Heritage Village and Museum The first draft of the Review of the Strategic Master Plan for the Sugar Heritage Village and Museum was produced.
4Cs Cultural Heritage Tourism Circuit Three pilot tours of the proposed circuit was conducted.

A first draft of the 4Cs Tourism Action Plan has also been produced.

Creative Hub As part of the Creative Sector, the EDB formed a Working Group tasked with the responsibility for the technical work required to establish a “Creative Hub” in Port of Spain and Environs.
The term Creative Hub refers to a multi-tenant community, complex or place-based network that functions as a focal point of cultural or creative activity and creative entrepreneurship.

Hence, the main purpose of the Creative Hub is to mobilise, serve and support creative enterprises in Trinidad and Tobago.

A Letter of Award was signed by the CEO of Into the Red Ltd, to assume duties as Project Management Consultant for the Creative Hub project.
24 COUNCIL FOR COMPETIVENESS AND INNOVATION (CCI) Mandate and Core Functions • Improve global competitiveness and support an investment strategy for diversification.

• Improve industries by productivity.

the competitiveness of existing levels of facilitating higher • Identify industries in manufacturing and services outside the energy sector which can double exports over the next three (3) years and worked with them to achieve stretch targets.
• Strengthen human capital in existing Firms and work with Educational Institutions to align education programmes with market demand and new investment strategies which migrate our industrial base upward in the value chain.

• Facilitate entrepreneurship and new business creation locally while stimulating small and medium business creation and development.

• Support the Ministerial Council to establish, build and strengthen a National Innovation System to innovation driven economy.
facilitate an • Create, develop and strengthen a National Innovation System in collaboration with other institutional parties and stakeholders.

Major Achievements Innovation and Competitiveness Initiatives National Innovation Policy The CCI played a key role in supporting the Socio Economic Policy Planning Division (SEPPD) towards the completion of two important studies that chronicled the innovation landscape in Trinidad and Tobago: (i) An Assessment of the National Innovation Ecosystem.
(ii) A National Innovation Survey of 500 Firms that operate in the seven economic clusters identified for diversification.

and cited both were Both these studies were executed by using funding provided by the Compete Caribbean Programme, as groundbreaking, owing to the scale of their coverage and the fact that they provided a broad progressive analysis the (in Assessment) and detailed, relevant hard data (in the case of the Survey) to guide the development of the National Innovation Policy.
the case of The National Innovation Policy was approved by Cabinet with instructions that it should go out for public consultation.

Idea 2 Innovation (i2i) The i2i 2015 programme was launched on January 15, 2015, and the call for applications closed on March 6, 2015.

Although a lower number of submissions were received than in previous years, this year saw a higher conversion rate of applications to awards (12% in 2015 as compared to 9 % in 2014).
This reflected the effect of a more targeted communications approach taken to promote i2i 2015 that focused on the “Champions of the former awardees who had community of experienced in some amount of commercializing their innovations.

Forty-one (41) projects were selected for award under i2i 2015 totalling grants valued at $4.33 million.

i2i”, ambassadors of success 25 Lumination Challenge January 2015 also saw the launch of a new Social Innovation Lumination Challenge.
It was patterned on the format of i2i, but customized to suit the nature of the Civil Society sector.

programme, titled The CCI partnered with two (2) NGO’s: (i) United Way Trinidad and Tobago to develop the concept and retained their services in the role of project monitoring and fund disbursement for awardees.

(ii) Veni Apwann, was brought on board to provide mentorship, guidance and training to awardees to complete the package of support.
One Hundred and Forty-Four (144) applications were received, of which 12 projects were selected for awards totaling $1.65 million.

in the Americas for Partnership Forum (Americas Competitiveness Forum) ACF The Government of the Republic of Trinidad and Tobago hosted the VIII Americas Competitiveness Forum (ACF) from October 8 -10, 2014 in Port of Spain.

The CCI was tasked with the organization of a private sector-focused day within the ACF, with a target attendance of 300 executives.
Entrepreneurship Ecosystem Directory The T&T Entrepreneurship Ecosystem Directory was completed and released via a soft launch in is an online tool that September 2014.

This categorizes 94 organizations, initiatives, events and programmes that exist in Trinidad and Tobago to is support or enable entrepreneurship, and available CCI website: via http://cci.planning.gov.tt.
The public launch of the Directory took place on November 12, 2014 during an event hosted by Youth Business Trinidad and Tobago as part of Global Entrepreneurship Week activities.

online the Challenges OFFICE SPACE The growth of the staff complement of EDB/CCI during Fiscal 2014, particularly through the recruitment of two Business Unit Managers, highlighted the need for additional office space.
Exploration of alternative locations for EDB/CCI offices had been initiated in July 2013, with the expectation of physical relocation in Fiscal 2014, but physical relocation did not take place.

PLANNING UNIT Mandate The resulting event, titled “Forum for Partnership in the Americas” was successfully held on Day 1 of the ACF, having been organised by the CCI and executed in collaboration with the ACF Secretariat.

The event featured 3 international speakers and 315 registered participants.
To assist the Ministry’s Divisions, Statutory Boards and State Enterprises in the planning, management and implementation of Development Programme projects, thereby improving the implementation rates of these projects.
The Division’s long-term goal is to improve the overall performance of the 26 Ministry in keeping with the Seven Pillars of Sustainable Development in Government’s Medium Term Policy Framework 2011-2014, specifically Pillar 1: People Centred Development and Pillar 2: Poverty Eradication and Social Justice.

outlined as Core Functions • Coordinating the preparation of the projects of the Ministry and its Agencies for the annual Development Programme.
• Monitoring and the implementation of projects of the MP&SD and its Agencies.

reporting on • Providing oversight of projects developed by Agencies under the purview of the Ministry.

• Providing support to the Ministry’s Units and Agencies in the execution of their projects.

• Preparation of the Ministry’s annual Administrative Reports.

• Processing requests for funding for projects and carrying out other duties related to that task.
• Development and periodic review of a National Manpower Planning Framework and Policy for Trinidad and Tobago.

• Conducting research and reporting on issues that affect National Manpower Planning.

Major Achievements  Facilitated Project Management sessions for the Divisions and Agencies of the Ministry.

 Compiled data relating to manpower in the country; this data was then forwarded to the SEPPD.

 Monitored projects under the purview of the Ministry.
 Mentored three (3) students under the Vacation Internship Programme.

 Successfully processed funding requests from Divisions and Agencies of the Ministry.

 Conducted and reported on site visits to projects.

Challenges  Limited staff impacted on the Division’s capacity to achieve its objectives:  The Division continues to share the same equipment, space, and staff with the Technical Cooperation Unit (TCU) resulting at times in conflict.
 Inability of the Division to achieve its goals and to become operationally efficient and effective because of the Division’s urgent need for restructuring.

 Lack of meaningful analysis of the performance of the Development Programme caused by non-reporting or sketchy information from most of the Divisions/Agencies about the status of projects.

 No provision in the organisational structure for National Manpower Planning.
TECHNICAL CO-OPERATION UNIT (TCU) Mandate The Technical Co-operation Unit (TCU) serves as the national focal point for interfacing with International Governments, Regional and 27 Agencies on Technical Cooperation and for accessing and facilitating transfer of technology and expertise towards sustainable development.

• Liaise closely with International Organizations.


The technical work of the TCU is managed through two Sub-Units viz: Core Functions • Coordinate with and provide assistance to Ministries and Agencies with the formulation for and submission of project proposals technical co-operation.

• Ensure that projects/ programmes proposed are in accordance with National Development Goals and development priorities are advanced by technical co-operation initiatives.

• Monitor the projects.


implementation of approved • Channel information on technical co-operation opportunities to public sector Agencies and Civil Society.

• Assess the demand and supply of technical co- operation to meet the priority needs of the Country.

• Access all possible sources of technical co- operation to meet identified needs; • Coordinate among Donor Agencies to ensure there is no overlap of technical co-operation and minimize gaps.
• Facilitate technical co-operation between Trinidad and Tobago and other developing countries (South-South Co-operation).

• Collaborate with Ministry of Foreign Affairs and relevant Agencies on Bi-lateral Technical Co- operation Agreements.
• Bi-lateral Co-operation • Multi-lateral Co-operation Bi-lateral Co-operation The Bi-lateral Section of the Technical Co-operation Unit (TCU) assists in accessing, coordinating, and monitoring Technical Co-operation offered by donor countries and liaises closely with the Ministry of Foreign Affairs and Line Ministries who are interested in accessing Technical Co-operation.
The Republic of Trinidad and Tobago has ongoing bi-lateral agreements with approximately twenty seven (27) countries and continues to explore opportunities which may be beneficial for the country based on its overall priorities.

The Unit examines opportunities that are presented to the country in such areas as training, scholarships, capacity building and sector-specific consultancies in education, information and communication technology, agriculture, tourism and health.
There are also opportunities for the provision of tangibles such as equipment, materials, supplies, goods and services and the exchange of information through conferences and seminars.
involves Multi-lateral Co-operation The work of the this Sub-unit administration and implementation of technical assistance programmes and projects under the umbrella of the United Nations (including the United Nations Development Programme (UNDP), the Food and Agriculture Organization (FAO), the World Health Organization (WHO), the United Nations Children Fund (UNICEF), United Nations 28 Population Fund (UNFPA)), the Organization of American States (OAS), the Commonwealth, and other international bodies.
The staff in this Sub- unit liaises closely with the Multi-lateral partners and other Line Ministries to ensure timely and efficient uptake of project submissions as well as implementation of ongoing monitoring projects.
the Achievements (Bi-Lateral Co-operation) ARGENTINA A meeting was held on December 4, 2015 with representatives of the Technical Unit of the Ibero- American Programme and Officials of the General International Cooperation of Directory of Argentina, the TCU and the Scholarships Division of the Ministry of Public Administration, The aim of the meeting was to enable the Argentinian team to become better acquainted with cooperation in Trinidad and Tobago and their activities modalities, as well as existing information networks, in an effort to establish collaboration mechanisms.
legal participants to the structure, mission, framework and other institutional matters of AGCI so that they could use the acquired knowledge to structure a Cooperation Agency in Trinidad and Tobago.

COLOMBIA A Catalogue on Colombian Cooperation Strategy with the Caribbean was received from the Ministry of Foreign Affairs highlighting the area of Technical Cooperation engaged by Colombia.
This included inter alia, Entrepreneurship and Culture, Teaching for Foreigners, Water Resource of Spanish Management, Environment, Climate Change, Risk Management, Food Security and Nutrition.

forwarded information was This to various stakeholders inviting them to submit proposals and expressions of interest.
Subsequent to this, the Ministry of Foreign Affairs contacted the TCU in March 2016 to discuss the possibility of advancing cooperation with a Colombian Delegation on projects between both countries, specifically on the areas mentioned earlier.
by the Chilean CHILE international technical An assessment of the cooperation processes in Trinidad and Tobago was conducted International Cooperation Agency (AGCI) during its exploratory Technical Diagnostic Mission to the country which took place over the period January 23-24, 2014.
Subsequent to this visit, two officers from the Ministry, Ms. Joanne Deoraj, Deputy Permanent Secretary and Ms. Andrea Julien, Senior State Counsel, Legal Services Unit, participated in an Internship on Cooperation in the AGCI, Chile in May, 2015.

The internship’s aim was to introduce COSTA RICA A meeting with the Ministry of Foreign Affairs, the TCU and Ms. Carmen Maria Gil Erazo, Charge d’Affaires a.i.

of the Embassy was held.


Discussions centered on the Post-2015 Development Agenda, human rights and bilateral relations.

The Embassy of the Republic of Costa Rica located in Trinidad informed the TCU about the Programme of Triangular Cooperation between the Republic of Costa Rica and the Kingdom of Spain.

This programme was developed by the Department of International Cooperation, Ministry of Foreign Affairs, with the support of the Spanish Agency for 29 International Cooperation for Development.
This started in 2010 and as such, two phases of the project implementation have been conducted.

The for Triangular third phase, called “Support Cooperation Programme Spain-Costa Rica-Latin America and Caribbean Environment and Climate Change,” is currently being implemented.

The objective of this third phase was to promote the transfer of technologies, methodologies, knowledge and experience of Costa Rican Institutions, to strengthen capacities of public Project in different countries.
institutions proposals from Latin America and the Caribbean in the areas of environment and climate change will be funded.

In addition, only proposals valued between US$30,000 and US$50,000 will be considered.

This proposal had an implementation period not extending beyond October 2016.
FRANCE On February 26, 2015, a meeting between the former Honourable Minister of Planning and Sustainable Development, Dr. Bhoendradatt Tewarie and His Excellency Hedi Picquart, Ambassador-designate of the French Republic took place.

The Minister proposed that Trinidad and Tobago and France should consider exploring the possibility of cooperation in the area of research with a view to boosting the research capacity in both countries.
JAPAN The Government of Japan conducted a Needs Survey to determine which Japan International Cooperation Agency (JICA) that provided Training and Dialogue Programs were of interest to the Government of Trinidad and Tobago for the upcoming fiscal year April, 2015 to March, 2016.

The Ministry responded and submitted five (5) selected courses offered by the JICA under its Training and Dialogue Program.
The Honourable Minister of Planning and Sustainable Development participated at the UNESCO World Conference on Education and Development Workshop in Nagoya, Japan during the period November 10 to 12, 2014.

The conference undertook a stock-taking of the initiatives implemented during the UN Decade of Education for Sustainable Development as well as a celebration of the achievements of the decade.
KOREA From October 20 to 24, 2014, Mrs. Joanne Deoraj, Deputy Permanent Secretary of the Ministry of Planning and Sustainable Development and International Relations Officer of the Ministry of Foreign Affairs, participated in a series of events related to the 4th High-Level Forum on Caribbean- Korea Partnership in Seoul, Republic of Korea.
The meeting was attended by representatives from ten (10) other member states of CARICOM, in addition to representatives from the CARICOM Secretariat and the Organization of Eastern Caribbean States.
Achievements (Multi-Lateral Co-operation) INTERNATIONAL DEVELOPMENT TRADITIONAL PARTNERS UNITED NATIONS INTERNATIONAL CHILDREN’S FUND (UNICEF) UNICEF’s programme contributes to the realization of the rights of all girls and boys in Trinidad and Tobago by ensuring accurate and current data on their situation, fostering an enabling child-friendly 30 the and protective environment, vulnerabilities of girls and boys and their families to social, environmental and economic risks and enhancing their participation.
reducing indicating Government’s On January 14, 2014 three (3) documents were continued signed commitment to dealing with issues related to children.

These included: i.

The programme of Cooperation between the Governments of the Eastern Caribbean and UNICEF – Multi – Country Programme Action Plan 2012 – 2016. ii.

Trinidad and Tobago Strategic Actions for Children and the Government of Trinidad and Tobago – UNICEF Work Plan 2013 – 2016 iii.
Memorandum of Understanding between the Institute of International Relations, University of the West Indies and UNICEF UNITED NATIONS DEVELOPMENT PROGRAM (UNDP) UNDP focused on helping Trinidad and Tobago build and share solutions to the challenges of:- (i) Poverty Reduction and Achievement of the Millennium Development Goals; (ii) Democratic Governance; (iii) Crisis Prevention and Recovery; and (iv) Environment and Energy for Sustainable Nations Development Assistance Framework (UNDAF) through an inclusive participatory and consultative process.
The UNDAF is the document which outlines the framework for assistance and cooperation between the United Nations Development Agencies and the Government.

On December 20, 2013, the UNDAF was signed between the Government of Trinidad and Tobago and the United Nations in Trinidad and Tobago.
implementation began In 2014, the UNDAF through the development of the Joint Annual Work Plans, and Joint Programmes and Projects approved by the UN specialized agencies and the line Ministries of the Government of Trinidad and Tobago.

Further, Cabinet by Minute No.

1389 the dated recommendations of the Minister of Planning and accepted 2015 June 11, Sustainable Development to implement the ten projects in the UNDAF to be funded at the cost of $75M over the period 2015 to 2018.
The execution of the ten (10) projects under the United Nations Assistance Framework 2015-2018 for Trinidad and Tobago included: Development (a) Improving Maternal, Infant and Child Health through Quality Intervention.

(b) Food Safety Policy and Communication Project.

Development.

(c) Strategy to contribute to the eradication of Gender Based Violence.
The achievements of this programme included:- (d) Building Young People’s Resilience through Nations Development United Framework (UNDAF) In 2013 the TCU in collaboration with the UN System developed the biennial rolling United Assistant Life Skills.

(e) Strengthening a National Human Rights Agenda and Action Plan.

(f) Articulating a Framework for Reducing Poverty, Inequality and Vulnerability.
31 (g) National Action for the Reduction of Illicit Firearms Trafficking and Armed Violence in Trinidad and Tobago.

(h) Strengthening Food Safety in Trinidad and Tobago.

(i) Risk Reduction Management (DRM) Centres Replication Projects: Trinidad and Tobago.

(j) Climate-Smart Smallholder Agricultural Production in Trinidad and Tobago.

The TCU served as the coordinating, executing and monitoring Unit of the UNDAF and the Joint Development Assistance Programme/ Facility (JDAP/F).
Allocations in fiscal 2015 in the sum of $2.8 million was provided for the implementation of two (2) projects - Improving Maternal, Infant and Child Health through Quality Intervention, and Food Safety Policy and Communication.

UN HABITAT The MP&SD established a Steering Committee to oversee the implementation of Phase II of The Participatory Slum Upgrade Programme (PSUP) in Trinidad & Tobago.
the European Commission The (PSUP) was an initiative of the African, Caribbean and Pacific Secretariat (ACP), funded by (EC) and implemented by UN-Habitat.

The PSUP targeted Millennium Development Goal 7, Target 11: to improve the lives of 100 million slum dwellers by the year 2020, and was designed to address urban development strategies including slum upgrading and prevention at local, national and regional, as well as global levels.
financial Phase II aimed to strengthen the capacities of key stakeholders to develop policy, institutional, legislative, and frameworks.

As a requirement for participation in Phase II it was that a Steering Committee be mandatory established comprising representatives from Central Government, Local Authorities, Aid Agencies, Civil Society, Community Based Organizations and the Private Sector to oversee implementation.

Memoranda were sent out to various stakeholders on the initiative.
UNITED NATIONS FUND FOR POPULATION ACTIVITIES (UNFPA) UNFPA provides assistance to Trinidad and Tobago by focusing on:- (i) Support to integrated Sexual Rape Health (SRH) services that meet human rights standards; (ii) Prioritizing adolescents and youth in national development programmes, particularly facilitating increased availability of comprehensive sexuality education and SRH services; policies and (iii) Advancing gender equality and reproductive rights; and (iv) Strengthening national policies through the integration of evidence-based analysis on population dynamics and their links to sustainable development, SRH and rights, HIV and gender equality.
Development of a National Population and Development Policy for Trinidad and Tobago Between 2013 and 2015 the TCU and the United (UNFPA) have Nations relationship.

maintained a Through the technical assistance provided by UNFPA, the Government of Trinidad and Tobago close working Population Fund 32 undertook the drafting of the National Population and Development Policy.

The National Population and Development Policy was completed and submitted to Cabinet for approval in June 2015.
The implementation of the policy is aimed at: a) managing composition and distribution of Trinidad and Tobago’s citizens to facilitate a right-based approach to sustainable development; and size, the b) improving the coordination of implicit population policies, such as education, housing, labour and health care and thus improving the quality of life in Trinidad and Tobago.
During the last five (5) years the UNFPA has also provided various technical Ministries in the following areas: • Procurement of equipment for the Central assistance to Statistical Office (CSO).

• Development of a National Sexual and Reproductive Health Policy.

• Advocated for strategies to lower adolescent pregnancy rates, regionally, through high level dialogue.
Post 2015 Development Agenda In May 2014, a national debate on the Post 2015 Development Agenda was held and provided an analytical base, inputs and ideas that:- (i) Contributed to the shared global vision on clear Future We Want”, with “The recommendations civil government, for society and broad stakeholders in the context of SIDS; (ii) Amplified the voices of the poor and other marginalized groups in formal negotiation and processes; and (iii) Influenced the intergovernmental processes so that they align with the aspirations of civil society for a Post – 2015 Agenda.
A combined total of ten (10) thematic areas which stakeholders the country’s development prospects were addressed and included the following: found key to • Poverty Eradication and Gender Equality.

• Managed Migration.

• Climate Change – Alternative Energy, Disaster Risk Reduction, Waste Water Management and Waste Water Systems.

• Food Security.

• Human Security – Citizen Security and Gender Based Violence.

• Health and well-being.

• Youth and Ageing.

• Diversification Growth and Employment.


• Good Governance and Institutional Reform.

• Environment Preservation LATIN AMERICA ECONOMIC SYSTEMS (SELA) SELA extended an invitation to participate in the International Cooperation “XXVI Meeting of Directors for Latin America and the Caribbean.

A meeting focusing on Port Cooperation in Latin America and the Caribbean; Digital Ports; Status and Prospects was held on April 23-24, 2015 in Punta Cana, Dominica Republic.
This event was organized by the Permanent Secretariat of the Latin America and the Caricom Economic System (SELA) and the Government of the Dominican Republic, through the Directorate General for Multilateral Cooperation (DIGECOOM) 33 of the Ministry of Economy, Planning and Development, with the support of the Perez- Guerrero Trust Fund (PGTF) of the Group of 77 (G- 77).
The meeting was intended to: (i) Submit an assessment of the status of port cooperation the Caribbean, particularly on the initiatives in the area of digital ports.

in Latin America and (ii) Identify and list major successful experiences and the best practices on port cooperation and in Latin America and the digital ports Caribbean.

(iii) Identify areas for cooperation in the field of ports and digital ports among the countries of the region and with other regions, particularly Asia and Europe.
The acting Assistant Director of the Technical Cooperation Unit, MP&SD was selected to attend this Conference.

Challenges The TCU has continued to carry out its mandate of coordinating and providing assistance to Line Ministries and Agencies in the area of Technical Co- operation.

In so doing the Unit has experienced the following challenges during the period.

• Slow or no response by Line Ministries to offers of Technical Co-operation.
• Staffing of the TCU with inadequate resources to efficiently and effectively discharge the work of the Unit.

• Streamlining the process of accessing and optimizing the benefits of the MP&SD as the national focal point for Trinidad and Tobago.

THE EUROPEAN DEVELOPMENT FUND (EDF) UNIT Mandate The EDF Unit was established as part of the institutional strengthening of the Office of the National Authorising Officer (NAO).
The Unit was established in 2001 to support the National Authorising Officer as the focal point for all operations financed from Grant funds from the European Commission.

The mandate of the Unit is to reduce institutional bottlenecks, augment human resources and assume the leadership role in the preparation of EDF projects so as to improve commitment and disbursement rates and achieve full and effective utilisation of the total Grant resources.
Core Functions is responsible (EU) Delegation for project The EDF unit identification/preparation and the submissions to the European Union to Trinidad and Tobago for approvals.

The unit also coordinates all aspects of implementation, specifically, the authorization of expenditure within the limits of the fund, procurements and technical assistance, the monitoring and appraisal of programmes and projects.
contracting of as well short-term as, 34 Additional functions of the Unit include:- • Manage technical assistance contracts for the preparation of feasibility studies and project documents.

• Programme the Grant resources made available by the EC to the GoRTT.

• Prepare the Country Support Strategy/National Indicative Programme and other requisite documentation.

• Prepare Work Programmes for the implementation of activities.
• Effect financial and administrative control of the projects and programmes funded under the EDFs.

• Monitor ongoing projects.

• Fulfil the responsibilities of a national focal point on EDF matters, including matters relating to the CARIFORUM projects.

• Enhance the capacity of the implementing Ministries for preparing, implementing and monitoring EDF projects through training and seminars.

• Report on EDF funded initiatives.

• Facilitate evaluations and audits.


Major Achievements PROJECT PROCESSING TIME In spite of the lengthy bureaucratic procedures associated with the EDF and with the Public Service, the Office of the NAO continued to improve efficiency in project processing time from pre-feasibility to approval and signature and speeding up the time taken to begin implementation.
MONITORING AND EVALUATION OF ONGOING PROGRAMMES The Unit was successful in ensuring that the programmes had been able to meet the stated objectives and in keeping with the requisite procedures in the implementation of initiatives under the 10th EDF.

DEVELOPMENT OF THE 11TH EDF MULTI- ANNUAL INDICATIVE PROGRAMME 2014-2020 The Multi-Annual Indicative Programme (MIP) 2014-2020 which focuses on Innovation and provides support for the development of Civil Society was from finalized with Innovation.
stakeholder’s consultations on These consultations assisted in identifying the areas of intervention as follows: input • Governance structures for innovation; • Stronger non-energy clusters; • Increased research activity; • Improved innovation.

financing of research; and The maximum allocation of €9.7 million for the 11th EDF Multiannual Indicative Programme (MIP) 2014-2020 was successfully negotiated with the EU.
The MIP 2014-2020 was approved by both parties and the Financing Agreement was signed at the SIDS Conference in SAMOA.

into AUDIT An audit the 10th EDF Technical Cooperation Facility was conducted.

The results found minor queries which were all successfully addressed.
35 the Regional REGIONAL INDICATIVE PROGRAMME Discussions on Indicative Programme with CARIFORUM and EU has these commenced with negotiations with parties for Trinidad and Tobago’s participation in the Multi-Country Programme of the 11th EDF Regional Programme.
Multi-Country Programme: Trinidad and Tobago’s Multi-Country Proposal – “Establishment of a Regional Private-Public Partnership Centre of Excellence will be incorporated into the overall Regional Indicative Programme under Focal Area 1 - Regional Economic Cooperation and Integration Support Sector under Development, Investment Facilitation and External Trade Capacity.
theme Private sub the Trinidad and Tobago will be participating in the following Multi-Country Programmes: and a) Project to Strengthen Relations between CARIFORUM America (Dominican Republic, Belize, Trinidad & Tobago).

b) Coconut Industry Revitalization Project Central (Guyana, Trinidad and Tobago and Belize).

Challenges Inadequate number of staff in the Unit remains a critical issue.
GENERAL ADMINISTRATION Mandate The mandate of the General Administration Unit is to provide efficient and effective support the Ministry of Planning and services Sustainable Development (MP&SD) to ensure the Ministry achieves its Mission.
to Core Functions The General Administration Unit is responsible for providing administrative support services for the efficient and effective functioning of the Ministry through the execution of the following services namely Finance and Accounts, Registry, Records Management, General Services and Procurement and Stores Management.
Finance and Accounts: Preparation of estimates of recurrent expenditure, disbursements, virements/transfers, payment of bills and salaries, release of funds and other related financial responsibilities.

Registry: Manage the daily maintenance, receipt and dispatch of all correspondence, establishment and maintenance of General Administration files, filing and retrieval of documents.

Records Management: Establishment and maintenance of all records of the Ministry.
Expedites the filing and archiving of records of the MP&SD.

36 General Administration: a.

Arrangement for official overseas travel for Minister, Permanent Secretary and other officers of the Ministry.

b.

Responsible for mail service and general housekeeping arrangements for meetings.

c. Co-ordinates delivery and transport services of drivers and messengers.

d. Responsible for finding accommodation for various Divisions of the Ministry.

e. Responding to requests under the Freedom of Information Act.
(FOIA) 1999.

Procurement and Store Management I.

Purchasing, receiving and storage of goods and services II.

Preparation of document to seek approval for the payments of bills III.

Maintenance of stocks and goods in accordance with the Financial Regulations and Instructions IV.

Acquisition of Minor Equipment for the MP&SD V. Management of the office inventory, furniture and equipment in accordance with Financial Regulations and Instructions VI.

Maintenance of Ministry vehicles Achievements 1.


Arrangements were made in respect of overseas travel for officers and the Minister travelling on official business.

2.

Purchase of new minor equipment to be utilized by various Divisions within the Ministry was undertaken.

3.

Fifteen (15) requests for information under the Information Act 1999, were Freedom of completed.

Challenges I.

Impromptu travel arrangement for officers of the Ministry.

II.

Inadequate storage facilities and space for filing.
III.

Retaining adequately trained staff.

IV.

The storage of computer equipment posed a challenge as the Unit operates from multiple locations.

V. Establishing a Safety and Health Committee to ensure that the Ministry is in compliance with Occupational Safety and Health (OSHA) standards in accordance with the OSHA Act of 2004 as amended by 2006.

VI.

The main registry used to be a hub of activity, controlling the inflow and outflow of documents of the Ministry.
However, over the years it has gradually diminished.

VII.

The unavailability of adequate space for storing current and dormant records still remains a major challenge.

Solutions for addressing this challenge are currently being investigated.

One possible solution is outsourcing offsite private storage.

LEGAL SERVICES UNIT Mandate I.

To provide sound legal advice to the Ministry and its Divisions, as required, on issues affecting the operations and responsibilities of the Ministry.
37 This would include: a.

Ensuring that the Ministry and its Divisions carry out their required statutory obligations and where relevant, within specified time frames; b.

Protecting the Ministry from litigation by ensuring that the policies and procedures of the Ministry and its Divisions are not inconsistent with established legal principles or contrary to the law.

II.
II.

To assist in the development of the laws relevant to the Ministry and its Divisions by reviewing existing making recommendations for amendments, to repeal and replacement of, or the creation of new legislation.

legislation and III.

To act as Instructing Attorneys to the Solicitor General’s Department and the Director of Public Prosecutions with respect to all litigious matters.
Roles and Responsibilities • Provide sound legal advice to the Ministry and its Divisions, as required, on issues affecting the operations and responsibilities of the Ministry.

• Investigate and advise on breaches of laws and agreements pertaining to and impacting on the responsibility of the Ministry.

• Conduct legal research and prepare legal briefs to legislation.

• Review existing legislation pertinent to the Ministry and make for amendments in collaboration with the Ministry of the Attorney General.
recommendations • Draft initial amendments to Acts and Subsidiary Legislation pertinent to the Ministry.

• Prepare/vet papers, Cabinet Notes, reports and other documents relative to the legal aspects of issues under the Ministry.

• Draft and vet legal documents e.g.

contracts.

• Prepare documents including enforcement notices, complaints without oath, affidavits and other court documents.

court for • Prepare briefs in cases of appeals against the Ministry’s decisions and actions.
• Act as Instructing Attorneys to the Solicitor General’s Department and Director of Public Prosecutions with respect to all litigious matters involving the Ministry.

• Represent the Ministry at local and international meetings and conferences and provide legal advice as required.

Notwithstanding the forgoing, the Legal Services Unit also performs a specific legislative role in respect to the TCPD.

A list of the duties performed is provided below.

 Prepare enforcement notices.


 Prepare Complaint without oath and summons.

 Attend court before trial.

 Prepare for trial.

 Attend the trial with respect to the TCPD matters.

Major Achievements Legislation • Procurement and Disposal of Property Act, No.

1 of 2015.

Act was passed to Ministry of Finance and partially proclaimed on July 28, 2015.

38 • Planning and Facilitation of Development Act, No.

10 of 2014.

Act was partially proclaimed on July 29, 2015.


Freedom of Information Requests • Prepared responses to applicants re: Request for Information, under the Freedom of Information Act, Chapter 22:02.

Vetting of IDB Loan/Technical Cooperation Agreements Non Reimbursable Technical Co-operation Agreements  Support to Strengthening Strategic Threat Assessment.

 Technical Support of Implementation Management Reform Programme.
the of the Design Public and Finance Loan Contracts  Flood Alleviation and Drainage Programme.

 Preparation of contracts pursuant to IDB Loan Agreements in respect of the Global Services Promotion Program Agreements under the Global Services Internationalization Hub: I.

Agreement for the Trinidad and Tobago Coalition of Services (TTCSI) – Technical Co- ordinating Agency for the GSI Hub, Component 1 of the Program, in collaboration with the Project Execution Unit (PEU).

II.
II.

Agreement between the Ministry and Personalized Quality Systems Limited – The provision of accounting software and related services for the Project Execution Unit.

III.

Agreement between the Ministry and Kisslee Company Limited – The procurement of Janitorial services for the GSI Hub.

IV.
IV.

Agreement between the Ministry and Alpha Protection Services Limited – The provision of services by a Protective Service Agency for the security of the GSI Hub building, inhabitants of the building and its contents and surroundings.
Other Cooperation Agreements Cooperation Agreement between the General Secretariat of the Organization of the American States and the Government of the Republic of Trinidad and Tobago for the Execution of the “Closed Looped Cycle Production in the Americas Program” – Finding a sustainable alternative packaging to replace the Styrofoam containers.

Memoranda of Understanding (MOU)  MOU between the MP&SD and the Ministry of and Investment Industry, Trade, Communications.
Re: Member of the Global Services Promotion Program Advisory Board – will act as the coordinating agency for Component 1 of the Program and will support the PEU in the sector surveys that will help identify the Finishing School courses, the delivery of those courses (selecting the instructors, preparing the syllabi, etc.)

and the promotion and management of the GSI Hub.

MOU to establish the roles and responsibilities of each participant in the execution of the Program.
 MOU between the MP&SD and ExporTT Limited Re: exporTT, a state agency under the purview of MTIIC, was designated by Cabinet to be the sole National Export Facilitation Organization of Trinidad and Tobago, to generate export growth and diversification in the goods and services in the sector; to generate and increase 39 international competitiveness of exporters, to develop new exports across the sectors of interests and to expand to new markets based on market research.
 MOU between – MP&SD and InvesTT Limited Re: InvesTT, a state agency under the purview of the MTIIC, is the nation’s investment promotion agency and will provide sector-specific training and support services, investment promotion, branding, business climate improvement and regulatory updating expertise; which will ensure that it attains the objectives and expected results to inform, guide and deliver all the Program’s technical services and outputs.
 MOU – The between Inter-American Development Bank and the Government of the Republic of Trinidad and Tobago for the Establishment of the Multi-Donor Energy Facility for Caribbean Sustainability.

 MOU between – The MP&SD, the Roman Catholic Archdiocese of Port-of-Spain and the Maryland Belmont Community Development Foundation - To establish and to facilitate the construction of a technical, vocational, cultural and community centre, and to provide technical and coordinating support for the Project.
 MOU between – MP&SD and University of the West Indies (for the project entitled “Air Plants (Epiphytes) and tropical Montane Forests: Water capture and conservation of supplies in Trinidad and Tobago”.

project monitoring support towards the proof of concept by the innovators and also to provide objective analysis and advice to the Ministry through the CCI on key areas regarding funding continuance and compliance by persons or teams accessing funding.
Memoranda of Agreement (MOA) Development  MOA between – The Ministry of Trade, Industry, Investment and Communications, the Ministry of Labour and Small and Micro Enterprise Development, the Ministry of Planning and Sustainable Development and the National Entrepreneurship Company Limited – Re: The focus is on strengthening of the Government’s data collection processes and exercises for the business sector and in particular the development of the micro and small enterprise sector which comprises 85% - 90% of all registered businesses in Trinidad and Tobago and in the improvement of the efficiency of the CSO.
Contracts  Prepared agreements between the Ministry and staff for the supply and use of cellular phones, laptops, galaxy tablets, I Pads and wireless devices.

 Prepared short term agreements for the provision of services on behalf of the Ministry.

 Prepared contracts for Employment for a term of two-three years.

 Prepared contracts for service providers and  MOU between –MP&SD and CARIRI consultants.
Re: The Ministry has requested CARIRI to continue to serve in the role of Co-ordinator to undertake ongoing technical, procurement and  CSO Supplemental Agreement between – The Central Bank of Trinidad and Tobago and the 40 MP&SD (for CSO personnel – original contract dated 17/06/2014).

 Attended Magistrates’ Courts as Prosecuting and Instructing Attorneys on over thirty (30) on- going Town and Country Planning matters.
Pre-Litigation  Prepared enforcement notices, pursuant to Section 16 of the Town and Country Planning Act, Chapter 35.01.

 Prepared Complaints Without Oath and Summonses, pursuant to sec 33(2) of the Summary Courts Act, Chapter 4:20.

Litigation  Instructed on three (3) Appeal Matter before the Court of Appeal, in collaboration with the Attorney General’s Office.

- Minister of Planning and Sustainable Development v Joint Consultative Council (JCC).
- Broadgate v Minister of Planning and Sustainable Development.

Research and Opinions Conducted research and prepared opinions on matters referred to the Legal Services Unit.

Challenges Filling the following vacant posts:- - 5 Legal Officers II.

- 1 Paralegal.

- 2 Business Operations Assistant I.

HUMAN RESOURCE MANAGEMENT - Grafton Beach Resort v Minister of Planning Mandate and Core Functions and Sustainable Development.
• Instructed on five (5) judicial review matters before the High Court, in collaboration with the Attorney General’s Office.

- Rameshwar Maharaj Concerned Residence of Cunupia v Minister of Planning and Sustainable Development.

and - Ulric “Biggy” Haynes v Minister of Planning and Sustainable Development.

- Patricia Bryan and Marlene Guy v Minister of Planning and Sustainable Development.

- Lisa Nanhoo Chatram v Minister of Planning and Sustainable Development.
- Paradise Gardens v Minister of Planning and Sustainable.

The Human Resource Management Division provides effective Human Resources Services to all staff with transparency and equity and facilitates enhanced performance throughout the PL&SD.
The Division is sub-divided into the following sections:- Employee Relations Performance Management  HR Planning    HR Contracts  Training and Development The Division undertakes Human Resource functions consistent with the overall goals and objectives of the Ministry such as Human Resource Planning, 41 support and policy development formulation to ensure the optimal utilization of Human Resources.
services Major Achievements - During the fiscal year, two hundred and twenty- one (221) Performance Appraisal Reports were prepared and dispatched the Ministry for completion.

throughout - Three hundred and sixty-one (361) awards of increments were approved and twenty-four (24) confirmations were processed.

- Training was by conducted consultants who were invited to administer training in accordance with the needs of the Ministry.
internally - Ministry of Public Administration also conducted a series of of training for all levels of staff.

Emphasis was placed on intense training in Leadership Skills for the Director Human Resources.

Challenges • Inadequate Ministry’s staff.

fund available for training • Senior staff members faced difficulty in participating in the trainings sessions due to work commitments.
• Due to the realignment with the Ministry of Housing and the Environment from 2007 to 2010, the retrieval of a number of records continue to delay the processing of Pension for several officers.

and Leave records Resource the Additionally, Human • Management Division’s work performance continued to be negatively impacted as a result of the realignments.
Insufficient experienced technical staff for example the Registry system requires an additional Records Manager to treat with the challenges of accurate record keeping after 2010 realignment.

• Service Commission Department was unable to supply specialized units with the required technical staff.

• High rate of staff turn-over resulting in a lack of continuity which impacts negatively on the productivity of HRMD.
and that from • The building which houses the HRMD, Finance and Accounts Branch and Internal Audit has a number of problems impact on productivity as well as being in contravention with OSHA.

For example the staircase leading to the Human Resource Management Division.

The location is also a “high risk area” and is a challenge with staff who are required to work beyond normal working hours in order to meet deadlines.
• The Ministry is still awaiting outstanding acting approvals from the Service Commissions Department for persons performing in the positions of Director.

These approvals are outstanding for the period 2010 to 2013.

This also impacts on the consequential acting arrangements, which causes financial distress and demotivates the affected officers.
42 INFORMATION & COMMUNICATION TECHNOLOGY (ICT) DIVISION Mandate Information and Communication Technology (ICT) is widely regarded as an enabler of socio-economic development and innovation.

The IT Services Division plays a significant role in the provision of IT services to facilitate the capture, processing and dissemination of data to the entire Ministry and stakeholders.
This Division provides Information and Communication Technology-focused services that are improve operational to effectiveness and enhance the Ministry’s working environment.

intended Core Functions In 2014 the work of the ICT Unit focussed on the following strategic areas: • Upgrading the IT infrastructure to meet the computing needs and ensure Ministry’s availability of and access to information and communication systems and services.
• Enhancing operational effectiveness within the Ministry by reengineering and automating manual processes.

• Establishing and enhancing the web presence of the Ministry and its Divisions.

Achievements and Technology requirements are constantly shifting and more changes rapidly, needs efficient solutions are being constantly sought in both private and public sectors.
Within the constraints of insufficient professional and administrative staff and limited office space, the ICT Division strives to provide reliability, efficiency and performance-enhancing technologies and the most useful solutions available today.

The major achievements during 2015 were: availability of  Automated the movement of cabinet notes and facilitated the creation, editing and tracking of electronic notes.

 Automated the File Registry System from an existing manual File Registry System.
 Automated the File Movement Application to include Ministry’s file tracking system.

Also request, search and view file history and generation of status reports on files.

 Enhancement of the IT Inventory System utilized by the Ministry to manage and locate all Information Technology (IT) Equipment.

The system provides detailed information about all IT equipment and the user to whom it is assigned, therefore ensuring all equipment can be tracked and accounted for at all times.
Information System  Completion of Phase 1 of the Integrated Public Management (IPMIS) Project (PPRD, NTU and SEPP Cognos Project) in 2015 - The purpose of the IPMIS system is to provide improved access to information, hence fostering more informed decision-making.

This application would be able to track and monitor Public Sector Investment Programme (PSIP) projects and as well as achievement of national development goals.
A major objective of the 43 is to streamline the analysis and project reporting process by leveraging the reporting and analytic capabilities of Cognos Express (CX).

Analysis includes aggregation of all allocated funds for all Ministries, as well as projected future funding.

 Linked ATPP application to provide application registration data from all the Regional Offices that are required by ATPP.
 Developed a Cane Farmers Database System (Phase 1) for the EDF to facilitate the processing of outstanding payments to Cane Farmers.

 Developed a Contact Information System and Event Planner (EDBCIS) for the EDB for missions and events hosted by the Department.

 Upgraded obsolete and malfunctioning desktops, laptops and tablets.

 Configure the HR IHris Application on the government backbone for access to additional users of the HR Unit.
 E-Waste – Record, discard old and obsolete equipment for Board of Survey.

 Fibre Project - Core network Fibre and Network switches were deployed, configured and stacked.

Fibre cabling was completed and terminated.

As a the network performance has drastically improved.

result  Ministry UPS Power - This project included the testing and replacement of all Ministry UPS devices inclusive of both 1200va and 2200va UPS.

As a result 75 percent of all ups throughout the Ministry was replaced.
 Network maintenance – new network drops were added to facilitate connectivity.

 Desktop Conferencing and Chat – This activity facilitated more effective communication of staff within the Ministry via chat and conferencing.

 a new Website was Implemented at CSO.

The Ministry’s Website was upgraded to include new services and features.

 Continued Helpdesk, networking, applications and system support.
INTERNAL AUDIT Mandate The Internal Audit provides an independent appraisal function established to examine and evaluate the activities of the Ministry.

Core Functions  Internal Audit examines, reviews and makes recommendations on the Internal Controls of the operational systems in accordance with the Financial Regulations and Instructions, the Audit and Exchequer Act, and circulars from the Chief Personnel Officer, Ministry of Finance and the Comptroller of Accounts.
 Reports directly to the Permanent Secretary who is the Accounting Officer of the PL&SD.

As is subject to the such, the Internal Audit direction and control of the Accounting Officer.

44  The Scope of works for the Internal Audit is determined by the Accounting Officer who has the authority to expand and/or its framework.

limit  The Auditor General mandates the Internal Audit of the Ministry to prepare and submit an Annual Work Programme which must be approved by the Accounting Officer.
This work programme which is executed on a monthly basis consisted of all functions undertaken by in accordance with the Estimates of Expenditure for 2014/2015.

the Ministry Achievements  Approximately 70 percent of the approved Annual Work Programme of the Division was completed.

 Annual Work Programme was prepared, approved by the Permanent Secretary and submitted to the Auditor General as mandated.
 All documents submitted to the Internal Audit Division with the exception of those queried were verified and returned to the Accounting Unit promptly.

Challenges The Annual Work Programme was retarded due to the Special Assignments mentioned above.

ACCOUNTS UNIT Mandate The Accounting Unit forms part of the support services of the MP&SD and assists the Ministry to achieve its vision, goals and strategic plan.

Core Functions  Collates the annual budgetary estimates for the MP&SD.
 Prepares the Annual Appropriation of Accounts i.e.

statements of expenditure and savings, including reasons for savings where applicable.

 Ensures prompt payment to staff, contractors and suppliers of goods and services.

 Prepares daily and monthly financial statements for submission to Budget Division and the Controller of Accounts.

 Maintenance of proper records of all payments.

 Audit queries were issued where deemed necessary.
Major Achievements The following were two (2) Special Assignments undertaken during this fiscal i.

Completion of arrears of salary from 2011 to 2013. ii.

Settlement to Cane Farmers re: 2007 Transition – First Tranche still ongoing.

 Introduced the Government Integrated Payroll System (GIP) to new members of staff to equip them for possible acting positions.

 Rotated staff both in the Accounting and Sub Accounting sections to expose officers to all operations of the Accounts Unit.
45  Created a mentorship programme to inspire younger and remiss officers.

 Approvals for Contract employment is not sent to the section in a timely manner which retards the payment process.

Challenges VOTE SECTION  Bills are submitted various Departments/Divisions as they fail to adhere to the stipulated deadlines for payments.

from late  Documents submitted does not meet all the required criteria such as approvals and signatures.
This causes unnecessary delays in payments as the correspondents must be returned for appropriate adjustments and corrections before they can be processed.

 The Department Heads do not ensure that funds are available in the Department to meet a payment prior to procurement of Goods and Services.

 Invoices are written without informing the Accounts Department so that the necessary funds are not committed.

PAYSHEET  Correspondence are submitted late thereby incurring overpayments.
 Short-term Officers fail to include periods of absences on the invoices even after numerous requests to do so.

This delays payments.

 In general the Account Staff is not provided with necessary stationery and tools to effectively perform their duties.

Some members of staff have resorted to purchasing their own supplies in order to carry out their daily functions.
CORPORATE COMMUNICATIONS UNIT (CCU) Core Function To engage, educate and effect change in our internal and external stakeholders while delivering information about the achievements, services and contributions of the Ministry of Planning and Development with meaningful impact.
Achievements Provided technical support, logistical support, media support, and social media coverage for the following Divisions and programme/projects:  The Americas Competitiveness Forum (ACF 14) which featured global speakers and dignitaries from ACF territories in Trinidad and Tobago for 3 days in October 2014 focusing on ideas and experiences related to competitiveness and innovation.
The Corporate Communications Unit supported the ACF Secretariat with the coordination of the international media local, regional and 46 regarding the technical needs i.e.

photography, videography, housing at the venue, access.

Information management included the flow of information from the event to the public via the media, arranging issuing media releases and social media management.
interviews, For the ACF, 14 media analysis revealed an 88 percent positive rating, 11 percent neutral and a 1 percent negative rating.

• The CCU, led a community outreach exercise in the community of Gasparillo, which featured 213 patrons to our booth, allowing citizens to learn about the Ministry through participation in games and other exercises with the availability of prizes.
This also provided an opportunity to attract new members to our social media pages in order to expand the Ministry’s reach via social media.

• The National Transformation Unit’s Development Evaluation Forum (DEF).

(NTU) NTU interacts with the DEF participants • Launch of the Chaguaramas Development Authority’s (CDA) boardwalk phase II in the Chaguaramas Peninsula.
Visitors enjoying the scenery and atmosphere of the Boardwalk 47 • The launch of a social entrepreneurship programme called Lumination with the then Council for Competitiveness and Innovation (CCI).

• Collaboration the with Council for Competitiveness and Innovation (CCI) to conduct road shows to inform citizens and encourage participation in the Idea to Innovation Grant Programme for Entrepreneurs.
The number of participants for this period increased over the previous year and the feedback in the media also increased.

The Lumination Challenge Logo 48  The publication of the Ministry’s achievement also continued with the Unit again being responsible first editing and providing direction for the design of a 15 page issue.

for writing,  The Unit ensured that the Ministry featured highly in the print press with appearances on talk television and radio programmes.
 Media Analysis during the period shows that the Ministry received 72 percent positive media reporting, 18 percent negative media reporting and 10 percent neutral media reporting.

Challenges The main challenge to the Unit was the receipt of timely information from the various Divisions to whom the Unit provided support.
Although the Unit was able to provide support for major projects, approvals or the Corporate Communications Unit came without much time to properly maximize on creating a greater return on investment for the various Divisions.

This usually happened over 75 percent of the time.


information to 49 APPENDIX I FINANCIAL OPERATIONS Budgetary Process The Ministry of Planning and Sustainable Development is funded through the system of Parliamentary appropriations, where approved funds identified under the various sub-heads are disbursed through the Ministry of Finance.

The Ministry of Finance releases funds to the Ministry of Planning and Sustainable Development from the Consolidated Fund.
Cheques can only be issued on the Exchequer Account on receipt of credit, approved by the Comptroller of Accounts.
Expenditure versus Budget For the fiscal year 2014/2015, actual expenditure of the Ministry of Planning and Sustainable Development was Two Hundred and Ninety Six Million, One Hundred and Seventy Four Hundred Thousand, Three Hundred and Forty Nine Dollars and Seventeen Cents ($296,174,349.17) from a budgetary allocation of Three Hundred and Twenty Three Million, Nine Hundred and Twenty Five Thousand, Two Hundred Dollars ($323,925,200.00).
50 SUMMARY OF EXPENDITURESUB-HEADS VARIANCE ESTIMATES FINANCIAL YEAR 2015ACTUAL EXPENDITURE FINANCIAL YEAR 2015LESS THAN ESTIMATESMORE THAN ESTIMATES$ c$ c$ c$ c$ c 01PERSONNEL EXPENDITURE7,000.00 74021,000.00 70743,366.45 3277,633.55 0.0002GOODS AND SERVICES(7,000.00) 67868,000.00 62146,589.85 5721,410.15 0.0003MINOR EQUIPMENT PURCHASES(700,000.00)1319,500.00655,931.60663,568.400.0004CURRENT TRANSFERS AND SUBSIDIES(2772,000.00)72447,700.0067455,574.234992,125.770.0006CURRENT TRANSFERS TO STATUTORY BOARDS AND SIMILAR BODIES(5600,000.00) 469,000.000.00469,000.000.0009DEVELOPMENT PROGRAMME(22800,000.00)107800,000.0095172,887.0412627,112.960.00 T O T A L 323925,200.00 296174,349.17 27750,850.83 0.00 MP&SD ORGANISATIONAL STRUCTURE APPENDIX II 51 52